What is the first step to addressing an unethical practice?
The issue of tackling unethical workplace behaviour is of considerable significance for HR professionals, and there’s extensive literature discussing this from an HR perspective. Show
Less well documented is how we tackle unethical workplace behaviour from a personal standpoint. What are we to do as individuals, whether that’s in the front office, shop floor or boardroom, if we are personally confronted with such behaviour? Let’s approach this issue initially by asking how unethical behaviour can be identified. Recognising unethical behaviourEthics is crucially important in the workplace. I make the case for this here. Earlier in this series I also highlight the importance of the individual within businesses of all kinds. Your full persona, the total you, is a vital element of any organisation’s human capital. This does not mean, however, that everything we contribute to a business can be considered ethically positive. While only a tiny minority of colleagues are deliberately unethical, we are all capable of unethical activity almost ‘by accident’.
Habit, custom or thoughtlessness can lead us into behaviour from which, were we being a little more reflective, we’d withdraw in embarrassment or shame. So how can we identify the unethical actions of ourselves or others? A simple guide is provided by the moral objectives outlined at the start of this series:
With these as our measure, we can drill down to specifics that can plainly be seen to contravene these objectives, such as:
In other words, the unethical behaviour we are identifying is any activity that conflicts with our core moral objectives. Though complex scenarios may demand close analysis and thought, our central moral objectives at least set us on the road toward a clear identification of what is or is not moral. Having identified unethical behaviour our question then becomes, ‘what should we do about it, and when should we act?’ Response timesLet’s consider the question of ‘when to act’. I suggest a simple rule: The time to tackle identified unethical behaviour is always now. This is because human activity normalises itself through repetition. It’s a rapid process. If an action is performed just once and ‘gotten away with’, normalisation has already begun. Each repetition from that point forwards reinforces the appearance of acceptability. So, before this happens, the behaviour must be urgently challenged. Isn’t ‘zero tolerance’ perhaps a little extreme? Shouldn’t we grant some leeway? What if there are more important things taking place? Wouldn’t it be better to let the trivial stuff slide? Despite these arguments, the logic of morality tells us that all ethical issues deserve attention – and that one moral concern can never totally eclipse another. (For a full discussion see my book Intelligent Ethics.) ‘No one can tackle everything!’ an objector might protest. ‘What of resources, capacity, time?’ In a previous article I introduced an interesting individual: Alien David, the Attenborough from space. Were we able to tune into Alien David we would hear him saying – with a degree of restrained excitement in his voice – that we humans are astounding creatures. He would tell us that we are geniuses of problem solving and solution-finding. Just look at our history! Just look at our achievements! So what if there’s more than one ethical challenge occurring in our business? So what if some of these issues are major while others are trivial by comparison? That’s not a problem. We humans are immensely capable. We can deal with more than one issue at a time. Making it personalWhen challenging unethical behaviour it’s often best to begin with an informal approach. Colleagues regularly fail to register how others see them. In fact, it can be quite a shock for someone to learn that others perceive their behaviour as, e.g., bullying (they believed it ‘jocular’ or ‘playful’), harassing (they were convinced it was humorous or ‘permissible flirtation’) or discriminatory (habit/sheer thoughtlessness). This is not to excuse the behaviour, it’s just to suggest that it may be easier to bring it to an end than you might at first think. Tackling a colleague informally takes courage, however, so why gamble on this approach? There are three good reasons:
Of course, if your informal approach fails (or is unfeasible), then you will need to transition to a more formal footing. Taking up armsThis will be when you familiarise yourself with and invoke the disciplinary or grievance procedures available in your workplace. It is important not to sidestep these unless you are absolutely certain the formal route is inappropriate or will be blocked. If you are tempted by alternatives, such as escalation to senior management or whistleblowing, definitely obtain a second opinion before doing so. A degree of objectivity is crucial at such times.
Some simple tips for those opting for formal workplace escalations are:
If the formal process is successful and brings about a fair outcome, then this is all well and good. If not, then the time may have come for escalation or whistleblowing – but, again, seek a second opinion before taking this critical step. The ethical algorithmOur algorithm for tackling unethical workplace behaviour is beginning to look like this: Action or activity occurs
(a) Familiarise yourself with formal options.
If you choose to tackle unethical behaviour, keep this algorithm in mind. Be alert to where you are within it and, even though this may be difficult, try to be patient. My final recommendation? If possible, see the process through to the end. No matter how subtle the issue or how low key your approach, unethical behaviour in the workplace must always be challenged. Unchallenged, it quickly becomes the norm. Coming soonIn my next article I discuss the environmental question and how this now affects all workplaces across the world, ‘how green is my business – and how can I make it greener?’ In the meantime, please use the comments section below to join our conversation about ethics. I will respond as promptly as I can. How do you deal with unethical situations?How To Handle Unethical Situations at Work. Define Exactly What Is Wrong. When you notice unethical activity around you, it is important to document as much as possible. ... . Pursue a Solution at Work. Depending on the situation, you may be able to pursue a simple and easy solution to the problem at work. ... . Protect Yourself.. What you would do if you found an unethical practice in your workplace?If you see, experience, or suspect an ethics breach at your employer, gather and document your facts and questions, check the issue escalation policy, and then talk privately to your immediate supervisor and the chief compliance officer.
How do you handle unethical business practices?Set of Conventional Principles. ... . Clear and Transparent Policies. ... . Keep the Code Updated. ... . Ethics should be involved in day-to-day activities. ... . Document the dishonest behavior. ... . Endow Company's employees. ... . Deal with Payment fraud. ... . Conclusion.. What are the unethical practices?Examples of Unethical Behavior. Overbilling Clients. Overbilling involves charging people a deceptive amount, such as charging someone for 5 hours of work even though a job only took two. ... . Lying. ... . Mistreatment of Animals. ... . Child Labor. ... . Oppressing Political Activism. ... . False Advertising. ... . Gossiping. ... . Sabotage.. |