THE SEVEN SIGNS OF ETHICAL COLLAPSE

In her thought-provoking book, The Seven Signs of Ethical Collapse, Marianne M. Jennings. Ph.D., shows us how to spot moral meltdowns in companies and organizations before it is too late.

Jennings quotes Tolstoy, who said, “All happy families are alike and all unhappy families are unhappy in their own unique ways.” The inverse appears to be true when it comes to ethics in organizations. Unethical organizations, it seems, are often more alike than not.?

In her book, Jennings not only points out seven signs of moral collapse but also offers antidotes. Here they are:

1. Pressure to Maintain Those Numbers: While it is imperative to get the numbers, it is also very easy to blur the line dividing right and wrong.

Antidote: Surround goal achievement with a strong fence of values. Just because it’s ‘legal’ doesn’t necessarily always mean it’s ethical! Strong core values go a long way in keeping things on track.?

2. Fear and Silence: Moral meltdown cannot occur when there is freedom for people to object. It only happens when dissent has been silenced.

Antidote: Tell employees to speak up and provide the means for them to do so. Don’t ‘punish the messenger’ for having the courage to speak difficult-to-hear truths.

3. Larger-Than-Life Leaders:?Good leaders are a joy to work with, but the problem with many ‘charismatic’ and ‘iconic’ leaders is that they often surround themselves only with sycophants who don’t have enough wisdom or experience to challenge them and balance them out.

Antidote: Set up a check and balance system consisting of those who have the talent, depth and experience to balance the CEO. (Coaching helps too)

4. Weak Leadership Teams: A weak leadership team consists of those who prefer to “live with the problem” instead of putting in the requisite time and energy to find solutions to it.

Antidote: Set clear expectations while setting up leadership teams, so that everyone on those teams knows what is expected of them. Incorporate those expectations deeply into the organization’s culture.

5. Destructive Conflicts: Conflicts can be healthy, provided they don’t become personal and petty. A lack of healthy conflict is often a sure sign that issues that need urgent attention are being buried under a shroud of agreed-upon silence.

Antidote:?Encourage communication that is neither aggressive (disrespectful of others) nor passive (disrespectful of oneself) but instead is assertive (respects oneself and others, both).

6. ‘Innovation Above All’: Innovation in itself is a great thing, but innovation without ethics is a common thread in companies that experience ethical collapse. Those who have experienced spectacular early success are very often the first to forget that the laws of gravity apply to them too.

Antidote:?Recognize one’s own limits and understand that truth cannot be “managed” forever. Sooner or later, it will come to the fore.

7. 'Goodness in Some Areas Atones for Evil in Others': It doesn't.

Antidote: Realizing that just because I say my prayers and fulfill my 'corporate social responsibility' does not give me license to mistreat those I work with or cut corners morally.?