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Ethics at Work

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

A meeting that's probably a bit too largeComing March 20: Top Ten Ways to Make Meetings More Effective
Meetings are just about everybody's least favorite part of working in organizations. We can do much better if only we take a few simple steps to improve them. The big one: publish the agenda in advance. Here are nine other steps to improve meetings. Available here and by RSS on March 20.
An informal meeting in a loungeAnd on March 27: Allocating Action Items
From time to time in meetings we discover tasks that need doing. We call them "action items." And we use our list of open action items as a guide for tracking the work of the group. How we decide who gets what action item can sometimes affect our success. Available here and by RSS on March 27.

Other topical archives:

September 20, 2023

The Bill of RightsPersonal Boundaries at Work
We often speak of setting boundaries at work — limitations on what we can reasonably ask of each other. We speak of them, but we don't always honor them. They can be easier to remember and honor if we regard them as freedoms rather than boundaries.

April 19, 2023

Portrait of Sir Thomas Gresham, pendant to portrait of Anne Fernely ca. 1563-1564More Things I've Learned Along the Way: VI
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

September 21, 2022

A compass is like a code of ethics in that it provides a sense of directionOnline Ethics
The array of media for exchanging our thoughts in text has created new opportunities for acting unethically. Cyberbullying is one well-known example. But sending text is just one way to cross the line ethically. Here are some examples of alternatives.

March 30, 2022

A happy dogMore Things I've Learned Along the Way: V
When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

February 16, 2022

A scientifically accurate atomic model of the external structure of the SARS-CoV-2Vendor Mismanagement
When we outsource knowledge work to vendors, we expect to achieve the desired result with less risk and uncertainty than if we did the work ourselves. But mission creep, mission retrenchment and employee capture can lead to less welcome results.

March 10, 2021

NASA's Mars Climate Orbiter, which was lost on attempted entry into Mars orbitOn Repeatable Blunders
When organizations make mistakes, they sometimes acknowledge them and learn how to avoid repeating them. And sometimes they conceal them or even deny they happened. When they conceal mistakes or deny they occurred, repetition is more likely.

August 5, 2020

The Scapegoat by William Holman Hunt (1827-1910)Red Flags: III
Early signs of troubles in collaborations include toxic conflict, elevated turnover, and anti-patterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics.

July 8, 2020

A meeting held in a long conference room.Multi-Expert Consensus
Some working groups consist of experts from many fields. When they must reach a decision by consensus, members have several options. Defining those options in advance can help the group reach a decision with all its relationships intact.

July 1, 2020

Boeing 737 MAX grounded aircraft near Boeing Field, April 2019On Standing Aside
Occasionally we're asked to participate in deliberations about issues relating to our work responsibilities. Usually we respond in good faith. And sometimes we — or those around us — can't be certain that we're responding in good faith. In those situations, we must stand aside.

September 11, 2019

A performance review formAvailability and Self-Assessments
In many organizations, employees develop self-assessments as a part of the performance review process. Because of a little-known effect related to the Availability Heuristic, these self-assessments can be biased against the employee.

July 31, 2019

A happy dogMore Things I've Learned Along the Way: IV
When I gain an important insight, or when I learn a lesson, I write it down. Here's Part IV from my personal collection. Example: When it comes to disputes and confusion, one person is enough.

July 3, 2019

Filling a form in hardcopyAppearance Anti-patterns: II
When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help.

June 26, 2019

Representative Don Young, Republican of AlaskaAppearance Anti-patterns: I
Appearances can be deceiving. Just as we can misinterpret the actions and motivations of others, others can misinterpret our own actions and motivations. But we can take steps to limit these effects.

May 1, 2019

Left Ventricular Assist Device (LVAD)Full Disclosure
The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility.

January 10, 2018

Tree rings, "documentary" evidence of past environmental conditionsOn Reporting Workplace Malpractice
Reporting workplace malpractice can be the right thing to do. And it's often career-dangerous. Here are some risks to ponder before reporting what you know.

August 9, 2017

A hot dog with mustard on a bunCounterproductive Knowledge Workplace Behavior: II
In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or unseen in other workplaces. Here's Part II of a growing catalog.

March 15, 2017

The 1934 rally of the Nazi Party in GermanyInfluence and Belief Perseverance
Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory information arrives. Those who understand belief perseverance can use it to manipulate others.

September 21, 2016

Police line tapeCounterproductive Knowledge Work Behavior
With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new forms that are rare or inherently impossible in workplaces where knowledge plays a less central role. Here are some examples.

March 16, 2016

The Costanza MatrixThe Costanza Matrix
The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if you believe it." What if you don't believe it and it's true? Some musings.

December 11, 2013

A happy dogMore Things I've Learned Along the Way
Some entries from my personal collection of useful insights.

December 4, 2013

An actual red herringSome Truths About Lies: IV
Extended interviews provide multiple opportunities for detecting lies by people intent on deception. Here's Part IV of our little collection of lie detection techniques.

November 27, 2013

The molecular structure of Oleic Acid (a cis fat, top), and Elaidic Acid (a trans fat, bottom)Some Truths About Lies: III
Detecting lies by someone intent on misrepresentation is an important skill for executives, managers, project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III of our little collection of lie detection techniques.

September 21, 2011

Duma, a wolf at the UK Wolf Conservation Trust, rolls to capture a scent atop a moundTelephonic Deceptions: 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

The Garden Tiger moth, Arctia cajaTelephonic Deceptions: 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

Harry Stonecipher, former CEO of The Boeing CompanyPersonnel-Sensitive Risks: 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

The interior of an Apple store, location unknownPersonnel-Sensitive Risks: 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

Representative Sam Graves, Republican of MissouriOn 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

A view of the damage to the Apollo 13 Service ModuleThe 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

Lion, ready to spring, in Samburu National Reserve, Kenya.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

A bristlecone pine in the Great Basin National ParkExtrasensory Deception: 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

Washington Irving, American author, 1783-1859Extrasensory Deception: 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

A field of Cereal RyeApproval 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

Lt. Col. John Paul VannManaging 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

Archibald Cox, Special Watergate ProsecutorDifficult 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

Former U.S. Secretary of State Colin PowellDevious 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

A horseEthical Influence: 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

The Bill of RightsEthical Influence: 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

A TSA Officer screening a passengerVirtual 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

A Julius Caesar coinOn 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

Shaking an orange treeWhen You Aren't Supposed to Say: 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

A mousetrapWhen You Aren't Supposed to Say: 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

The Great WallWhen You Aren't Supposed to Say: 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

A cup of coffeeDubious 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

A happy dogSome 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

A thiefLooking 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

A harrow in actionWhen 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

ApplesCurrying 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

Power poles after Hurricane Rita, 2005Email 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

A nervous dogThe 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

The silhouette of a famous fictional detectiveSome Truths About Lies: 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

The silhouette of a famous fictional detectiveSome Truths About Lies: 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

Elevator doors at the Spalding Building, Portland, Oregon (2012)Nonworkplace 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

A tornadoTornado 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

MX MissileBudget 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

The rabbit that went down the rabbit holeIt 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

A wooden chestYour 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

BalletWorkplace 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

Mark Twain in 1907When 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

Two infants exchanging secretsYou 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

A white collar criminalWhen 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?

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