Business Ethics, Part 5 of 5

The last of Mr. Byron’s “Ten Classic Ethical Principles” …

I sense many of you will have strong feelings about the inclusion of love on Mr. Byron’s list. Some may believe love has absolutely no place at work. To you please consider the question, “Is there just one kind of love, a love that’s only place is in our close relationships?”

There will also be individuals who feel love is critical to organizational success. The individuals who say “I love my job.” They often bring a passion to their work that inspires others and energizes their organization. Is this the love to which Mr. Byron refers?

Whether you are perched on the fence or solidly on a side I ask that you consider what expanding love in your work could mean for you.

Excerpt from The Power of Principles

“I’ve identified ten classic ethical principles and invite the reader to come up with his or her own understanding of each one. You are the world’s leading expert on your own opinion. It is important that you articulate your own opinion on these matters so that you can assess how widely shared, in your present or future workplace, are your values and the understandings you have of these classic principles. Remember, a culture is a set of shared meanings and values. How widely shared are your meanings and values relative to these ten points?

….

Tenth, the Ethical Principle of Love. I see this as a prin­ciple, an internalized conviction, that prompts a willingness to sacrifice one’s time, convenience, and a share of one’s ideas and material goods for the good of others.”


Byron, S.J., William J., The Power of Principles: Ethics for the New Corporate Culture, Orbis Books, 2006. Chapter One, Old Ethical Principles, pp 5-6.

Business Ethics, Part 4 of 5

The next three of Mr. Byron’s “Ten Classic Ethical Principles” …

As you read this excerpt please consider a few questions.

Are these principles part of what I consider important?
Do they currently influence my actions and choices?
How might they in the future?


Excerpt from The Power of Principles

“I’ve identified ten classic ethical principles and invite the reader to come up with his or her own understanding of each one. You are the world’s leading expert on your own opinion. It is important that you articulate your own opinion on these matters so that you can assess how widely shared, in your present or future workplace, are your values and the understandings you have of these classic principles. Remember, a culture is a set of shared meanings and values. How widely shared are your meanings and values relative to these ten points?

….

Seventh, the Principle of Social Responsibility. This points to an obligation to look to the interests of the broader com­munity and to treat the community as a stakeholder in what the corporation or organization does.

Eighth, the Principle of the Common Good. This operates as an antidote to individualism; it aligns one’s personal inter­ests with the community’s well-being. This may indeed be the most difficult of all these principles around which to form an organizational consensus relating to the common good of the corporation and then relating that understanding to an un­derstanding of the broader common good outside the organi­zation.

Ninth, the Principle of Subsidiary. This might best be un­derstood in terms of delegation and decentralization, keeping decision making close to the ground. (I’ll call it the principle of delegation when I give it fuller treatment in Chapter 11, simply because “subsidiary” is an unfamiliar term to most American readers.) It means that no decision should be taken at a higher level that can be made as effectively and efficiently at a lower level in the organization. This could be viewed as a “principle of respect for proper autonomy.” It could also be understood in terms of Saul Alinsky’s “Iron Rule” for his In­dustrial Areas Foundation: “Never, never do for others what they can do for themselves.””

Byron, S.J., William J., The Power of Principles: Ethics for the New Corporate Culture, Orbis Books, 2006. Chapter One, Old Ethical Principles, p 5-6.

Ethics in Business Decision Making

While doing research for this article I found lots of information describing corporate evildoers, a list of 100 top corporate citizens and volumes of university produced case studies. Everything I found described the actions, the good and the bad, and speculated on the question “What motivates unethical choices?”

The writing contained very little that inspired self-reflection or discussion on the subject of motivating ethical decision-making.

So what does motivate individuals to make choices one would label ethical? How do we each discriminate right from wrong? What are the accepted rules of right conduct?

I believe the answer is rooted in one simple statement “Do unto others as you would have them do unto you.”

Though simple it challenges us to be forward thinking and considerate of the consequences of our choices. Good intentions are irresponsible intentions if projects are initiated without exploring all the possible outcomes. Will we get it right 100% of the time? Even if a decision is made based on the best information available and sound assumptions, the answer is no.

It is critical to understand that while one choice puts a project into motion, continuously assessing progress, checking assumptions, and making mid course corrections sustains the integration of ethics in decision-making.

What can you do? Find a compass that will support your ethical decision-making – maybe it is the simple statement that I’ve shared. Ask questions. Evaluate your current work environment.

Does your organization’s top leadership role model ethical decision-making?

What does your organization reward? Doing what is best for all the stakeholders or pure revenue and sales generation?

When evaluating project costs and benefits are only financial factors taken into consideration? How about the implications for all stakeholders?

Regardless of the answers you do have the power to make a difference. I encourge you to foster open dialogue with your team. Start talking about ethical decision-making, and start with the small issues so when the big ones come along no one is intimidated to ask the tough questions.

Business Ethics, Part 2 of 5

As I read and re read Mr. Byron’s “ten classic ethical principles” I find myself with more questions than answers. My first response to the discomfort of being in question? Rush to find answers! I often find that life, job, and family are only hungry for answers.

As you explore what these principles mean in your life I hope you will hang out in the questions. Here are a few questions to consider

Are these principles part of what I consider important?
Do they currently influence my actions and choices?
How might they in the future?


Excerpt from The Power of Principles

“I’ve identified ten classic ethical principles and invite the reader to come up with his or her own understanding of each one. You are the world’s leading expert on your own opinion. It is important that you articulate your own opinion on these matters so that you can assess how widely shared, in your present or future workplace, are your values and the understandings you have of these classic principles. Remember, a culture is a set of shared meanings and values. How widely shared are your meanings and values relative to these ten points?

….

Fourth, the Principle of Human Dignity. This bedrock principle of all ethics—personal and organizational—acknowl­edges a person’s inherent worth. It prompts respectful recog­nition of another’s value simply for being human.

Fifth, the Principle of Participation, workplace participa­tion in this case. This principle respects another’s right not to be ignored on the job or shut out from decision making within the organization.

Sixth, the Principle of Commitment. What I have in mind here is that a committed person can be counted on for de­pendability, reliability, fidelity, loyalty.”


Byron, S.J., William J., The Power of Principles: Ethics for the New Corporate Culture, Orbis Books, 2006. Chapter One, Old Ethical Principles, p 5.

Business Ethics, Part 1 of 5

Business Ethics is such an important topic that I plan to dedicate the October “Coaching Tips for the Top” to the subject. Events of the last few years have inspired a lot of discussion about the absence of ethics in business. I was recently introduced to a powerful book by William J. Byron, S.J. on this subject and am so inspired by the content that I want to share Mr. Byron’s words. He discusses “ten classic ethical principles” which are pretty weighty so I’ll include a few each week. As you read each week’s segment please consider a few questions:

Are these principles part of what I consider important?
Do they currently influence my actions and choices?
How might they in the future?


Excerpt from The Power of Principles

“I’ve identified ten classic ethical principles and invite the reader to come up with his or her own understanding of each one. You are the world’s leading expert on your own opinion. It is important that you articulate your own opinion on these matters so that you can assess how widely shared, in your present or future workplace, are your values and the understandings you have of these classic principles. Remember, a culture is a set of shared meanings and values. How widely shared are your meanings and values relative to these ten points?

First, the Principle of Integrity. I think of integrity in terms of wholeness, solidity of character, honesty, trustworthiness, and responsibility. What would you add or subtract from that list?

Second, the Principle of Veracity. This, to me, involves tell­ing the truth in all circumstances; it also includes account­ability and transparency.

Third, the Principle of Fairness. By this, of course, I mean justice, treating equals equally, giving to everyone his or her due.”


Byron, S.J., William J., The Power of Principles: Ethics for the New Corporate Culture, Orbis Books, 2006. Chapter One, Old Ethical Principles, p 5.