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Archive of Past Issues

Ethics at Work

ere are links to the previous issues of Point Lookout that touch on Ethics at Work. Bookmark this page. Or browse this archive by date. Subscribe now.

Coming February 8: How to Foresee the Foreseeable: Recognize Haste

When trouble arises after we commit to a course of action, we sometimes feel that the trouble was foreseeable. One technique for foreseeing the foreseeable depends on recognizing haste in the decision-making process. Available here and by RSS on February 8.

And on February 15: How to Foresee the Foreseeable: Focus on the Question

When group decisions go awry, we sometimes feel that the failure could have been foreseen. Often, the cause of the failure was foreseen, but because the seer was a dissenter within the group, the issue was set aside. Improving how groups deal with dissent can enhance decision quality. Available here and by RSS on February 15.

Other topics:

• Conflict Management
• Emotions at Work
• Ethics at Work
• Workplace Politics
• Organizational Change
• Personal, Team, and Organizational Effectiveness
• Project Management
• Rhetorical Fallacies
• Effective Meetings
• Effective Communication at Work
• Writing and Managing Email
• Managing Your Boss
• Problem Solving and Creativity
• Critical Thinking
• Virtual and Global Teams

September 21, 2011

Telephonic Deceptions: Part II

Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in the rest of life. But the technologies of the modern workplace offer new opportunities to practice the art. Here's Part II of a handy guide for telephonic self-defense.

September 14, 2011

Telephonic Deceptions: Part I

People have been deceiving each other at work since the invention of work. Nowadays, with telephones ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic self-defense.

March 16, 2011

Personnel-Sensitive Risks: Part II

Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

February 23, 2011

Personnel-Sensitive Risks: Part I

Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?

December 2, 2009

On the Appearance of Impropriety

Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean, what are the consequences of such avoiding, and when is it an appropriate choice?

October 28, 2009

The Attributes of Political Opportunity: The Finer Points

Opportunities come along even in tough times. But in tough times like these, it's especially important to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to assist you in your detective work.

October 21, 2009

The Attributes of Political Opportunity: The Basics

Opportunities come along even in tough times. But in tough times, it's especially important to distinguish between true opportunities and high-risk adventures. Here are some of the attributes of desirable political opportunities.

October 29, 2008

Extrasensory Deception: Part II

In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit the advantages of the drafting role. Some drafters don't meet that standard.

October 22, 2008

Extrasensory Deception: Part I

Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.

July 9, 2008

Approval Ploys

If you approve or evaluate proposals or requests made by others, you've probably noticed patterns approval seekers use to enhance their success rates. Here are some tactics approval seekers use.

January 23, 2008

Managing Personal Risk Management

When we bias organizational decisions to manage our personal risks, we're sometimes acting ethically — and sometimes not. What can we do to limit personal risk management?

November 21, 2007

Difficult Decisions

Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest, yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How can we make these emotionally difficult decisions with greater clarity and better outcomes?

November 7, 2007

Devious Political Tactics: A Field Manual

Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

July 11, 2007

Ethical Influence: Part II

When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?

July 4, 2007

Ethical Influence: Part I

Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.

May 16, 2007

Virtual Termination with Real Respect

When we have to terminate someone who works at a remote site, sometimes there's a temptation to avoid travel — to use email, phone, fax, or something else. They're all bad ideas. Terminating people in person is not only a gesture of respect. It's good business.

June 21, 2006

On Organizational Coups d'Etat

If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.

April 12, 2006

When You Aren't Supposed to Say: Part III

Most of us have information that's "company confidential," or even more sensitive than that. Sometimes people who want to know what we know try to suspend our ability to think critically. Here are some of their techniques.

April 5, 2006

When You Aren't Supposed to Say: Part II

Most of us have information that's "company confidential," or possibly even more sensitive than that. Sometimes people who try to extract that information use techniques based on misdirection. Here are some of them.

March 29, 2006

When You Aren't Supposed to Say: Part I

Most of us have information that's "company confidential," or possibly even more sensitive than that. When we encounter individuals who try to extract that information, we're better able to protect it if we know their techniques.

March 22, 2006

Dubious Dealings

Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?

October 19, 2005

Some Things I've Learned Along the Way

When I have an important insight, I write it down in a little notebook. Here are some items from my personal collection.

October 12, 2005

Looking the Other Way

Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking the other way is also risky. What are the risks of looking the other way?

June 15, 2005

When Others Curry Favor

When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse. Trying to stop those who curry favor probably isn't an effective strategy. What is?

June 8, 2005

Currying Favor

The behavior of the office kiss-up drives many people bats. It's more than annoying, though — it does real harm to the organization. What is the behavior?

April 6, 2005

Email Ethics

Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new technology arrives, explicitly extending the ethical code seems necessary — no matter how civil the society. And so it is with email.

September 1, 2004

The Power of Presuppositions

Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used, know how to detect them, and know how to respond.

August 25, 2004

Some Truths About Lies: Part II

Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.

August 4, 2004

Some Truths About Lies: Part I

However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly tries to mislead you? Here's Part I of a catalog of techniques misleaders use.

April 28, 2004

Non-Workplace Politics

When we bring national or local political issues into the workplace — especially the divisive issues — we risk disrupting our relationships, our projects, and the company itself.

July 2, 2003

Tornado Warning

When organizations go astray ethically, and their misdeeds come to light, people feel shocked, as if they've been swept up by a tornado. But ethical storms do have warning signs. Can you recognize them?

May 14, 2003

Budget Shenanigans: Swaps

When projects run over budget, managers face a temptation to use creative accounting to address the problem. The budget swap is one technique for making ends meet. It distorts organizational data, and it's just plain unethical.

August 14, 2002

It Might Be Legal, but It's Unethical

Now that CEOs will be held personally accountable for statements they make about their organizations, we can all expect to be held to higher standards of professional ethics. Some professions have formal codes of ethics, but most don't. What ethical principles guide you?

July 3, 2002

Your Wisdom Box

When we make a difficult decision, we sometimes know we've made the wrong choice, even before the consequences become obvious. At other times, we can be absolutely certain that we've done right, even in the face of inadequate information. When we have these feelings, we're in touch with our inner wisdom. It's a powerful resource.

December 12, 2001

Workplace Politics vs. Integrity

A reader wrote recently of wanting to learn "to effectively participate in office politics without compromising my integrity." It sometimes seems that those who succeed in workplace politics must know how to descend to the blackest depths, and still sleep at night. Must we abandon our integrity to participate in workplace politics?

October 31, 2001

When You're Scared to Tell the Truth

In the project context, we need to know that whatever we're hearing from colleagues is the truth as they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of the advantages of telling the truth.

July 25, 2001

You Have to Promise Not to Tell a Soul

You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise not to tell a soul," is the response. You promise. And there the trouble begins.

January 17, 2001

When Your Boss Asks You to Do Something Unethical

When your boss asks you to look the other way, or to actively take part in unethical activity, you probably feel uncomfortable — with good reason. Can you find a way to live with yourself?