1 MSETM 5110 – Ethics for Technology Managers What Constitutes Ethical Behavior?

2 MSETM 5110 – Ethics for Technology Managers Recap of Session 2 Continued the Ethics Journey Ethics Issues in the News Reviewed the Landscape – Economy, Globalization, Security Reviewed Applicable Codes of Conduct Reviewed Effective Ethics Programs What Works, What Doesn’t Values-Based Ethics vs. Compliance-Based Ethics Legal Compliance/U. S. Federal Sentencing Guidelines Ethics “Mini-Survey and Continuum” Exercise

3 MSETM 5110 – Ethics for Technology Managers Purpose Connectivity Relevancy Application Science: “what is” Engineering: “creating what has never been”

4 MSETM 5110 – Ethics for Technology Managers Purpose Create Value/Improve Quality of Life Sustainment/Survivability Connectivity Responsibility Accountability Relevancy HBR Articles/Case Studies Newspaper Articles Application Capturing the Learnings Furthering Science and Technology Personal Growth and Development Science: “what is” Engineering: “creating what has never been”

5 MSETM Ethics for Technology Managers Corruption Scale (Best to Worst, As Measured in 15 Emerging Markets) AustraliaUnited Kingdom SwedenUnited States and Japan AustriaOthers Canada The Netherlands Belgium France Spain Germany Singapore Source: Transparency International, Gallup International Association, Fox News Channel, August 28, 2002.

6 MSETM Ethics for Technology Managers So, What’s at Stake? “By exhibiting and supporting ethically sound behavior, managers can strengthen the relationships and reputations their companies depend on.”* *Paine, Managing for Organizational Integrity.

7 MSETM Ethics for Technology Managers The Hallmarks Of An Effective Integrity Strategy* The guiding values and commitments make sense and are clearly communicated. Company leaders are personally committed, credible, and willing to take action on the values they espouse. The espoused values are integrated into the normal channels of management decision making and are reflected in the organization's critical activities. The company's system and structures support and reinforce its values. Managers throughout the company have the decision- making skills, knowledge, and competencies needed to make ethically sound decisions on a day-to-day basis. *Paine, Managing for Organizational Integrity.

8 MSETM 5110 – Ethics for Technology Managers The Tylenol Story “Probably the most famous tale of responsible business leadership in the last twenty years.” Joseph L. Badaracco, Leading Quietly.

9 MSETM Ethics for Technology Managers The Tylenol Story Background 1982 Johnson & Johnson Chairman James Burke Cyanide Intentionally Put in Tylenol Capsules Seven People Died Panic in America

10 MSETM Ethics for Technology Managers The Tylenol Story (cont’d.) Actions Taken Full Cooperation with Public Authorities and Media Defined the Issue as Matter of Public Health vs. Corporate Profits Withdrew All Tylenol from Market Introduced Triple-Seal Packing (An Industry Innovation) Engaged the Entire Employee Community to Address the Problem While Focusing on the Things to Sustain the Business

11 MSETM Ethics for Technology Managers The Tylenol Story (cont’d.) Bottom Line Result Enhanced Credibility for J & J

12 MSETM Ethics for Technology Managers Personal “Mini Survey” 1.My company acts ethically and with integrity: a.consistently b.occasionally c.rarely or not evident 2.My company promotes acting with integrity: a.strongly b.somewhat c.not evident 3.I act with honesty and integrity: a.consistently b.most of the time c.occasionally

13 MSETM Ethics for Technology Managers Personal “Mini Survey” (cont’d.) 4.Place your company on the following continuum: Lowest IntegrityAverage IntegrityHighest Integrity _________________________________________________________ 5.Place yourself on the following continuum: Lowest IntegrityAverage IntegrityHighest Integrity _________________________________________________________ 6.Your comfort level with your company’s behavior and commitment to ethical behavior: a.very comfortable b.somewhat comfortable c.uncomfortable

14 MSETM Ethics for Technology Managers Personal “Mini Survey” (cont’d.) 7.Your comfort level with your own behavior: a.very comfortable b.somewhat comfortable c.uncomfortable 8.I am familiar with my company’s values statement: a.yes b.no 9.I am familiar with my company’s strategic/business plan: a.yes b.no 10.There is clear linkage/integration of values and strategic/business plan: a.yes b.no

15 MSETM Ethics for Technology Managers Leading Quietly: An Unorthodox Guide to Doing the Right Thing, Joseph L. Badaracco, Jr. Three Quiet Virtues Restraint Modesty Tenacity

16 MSETM Ethics for Technology Managers Eight Practical Guidelines for Leading Quietly by Joseph Badaracco, Jr. 1.Don’t Kid Yourself Quiet Leaders are Realists Quiet Leaders See the World As a Kaleidoscope (vs. Fixed Target) 2.Trust Mixed Motives Balance Self Interest and Altruism Best leaders Think They Must Act (vs. Think They Should Act) Quiet Leaders Want to Act Responsibly and Ethically But Sometimes Have to Persevere and Improvise See Others and Ourselves As We Really Are

17 MSETM Ethics for Technology Managers Eight Practical Guidelines for Leading Quietly by Joseph Badaracco, Jr. (cont’d.) 3.Buy A Little Time Effective Leaders Don’t Rush to “The Answer” Let Turbulence Settle (Fully Understand the Problem) and Work for Best Solution With the Right Sense of Urgency Make Pragmatic and Ethical Decisions (Moral Compass) Ready/Aim Fire vs. Fire/Ready/Aim (Conventional vs. “Contemporary”) 4.Invest Wisely Doing What’s Right to Improve Reputations and Relationships Resist Throwing Away Hard-Earned Political Capital Fight the Right Battles for the Best Returns (Personal and Organizational) West Point Credo: “Cadets Do Not Lie, Cheat, or Steal Nor Tolerate Those Who Do.” Aristotle’s List of Human Virtues: Prudence, Justice, Courage, and Temperament

18 MSETM Ethics for Technology Managers Eight Practical Guidelines for Leading Quietly by Joseph Badaracco, Jr. (cont’d.) 5.Drill Down Quiet Leaders Drill Down Into complex Problems Dealing with Complex Issues—Science and Technology, Hiring and Firing Application of Moral Commitment and High Principles Complexity Should Not Be A Smokescreen for Wrongdoing 6.Bend the Rules Conventional vs. Contemporary View—Obeying the Law and Playing by the Rules vs. Strict Adherence in Complex Everyday Situations “Criminal Behavior vs. Obstruction of Justice”

19 MSETM Ethics for Technology Managers Eight Practical Guidelines for Leading Quietly by Joseph Badaracco, Jr. (cont’d.) 6.(cont’d.) Two Guidelines Leaders Follow in Complex Ethical Dilemmas: 1.Take the Rules Very Seriously 2.Look Creatively and Imaginatively for Ways to Follow the Spirit of the Rules While, at the Same Time, Bending Them Most of the Time, Taking the Rules Seriously Applies; However, There Are Times When Strict Adherence May Be Irresponsible Room to Maneuver Entrepreneurial Ethics Quiet Leaders Approach Problems With the Conviction That Practical-Minded Creativity Can Almost Always Create New Possibilities for Responsible Action

20 MSETM Ethics for Technology Managers Eight Practical Guidelines for Leading Quietly by Joseph Badaracco, Jr. (cont’d.) 7.Nudge, Test, and Escalate Gradually Prudent Improvisation Identifying Alternative Solutions That Stand the Test of Efficacy 8.Craft A Compromise Distilling Problems Into Layers of Complexity Finding Responsible, Workable Compromises

21 MSETM Ethics for Technology Managers Challenger Disaster Challenger Disaster, accident that destroyed the United States space shuttle Challenger 73 seconds after takeoff from the Kennedy Space Center on January 28, The crew—mission commander Francis R. Scobee; pilot Michael J. Smith, mission specialists Ronald E. McNair, Ellison S. Onizuke, and Judith A. Resnik; and payload specialists Gregory B. Jarvis and Christa McAuliffe, a high school teacher from New Hampshire—died in the accident. Following the incident, President Ronald Reagan appointed a special commission to investigate the cause of the accident and to develop corrective measures based on the commission’s findings. The commission was headed by former secretary of state William Rogers and included former astronaut Neil Armstrong and former test pilot Chuck Yeager. It found fault with a failed sealant ring and with the officials at the National Aeronautics and Space Administration (NASA) who allowed the launch to take place despite concerns voice by NASA engineers.

22 MSETM Ethics for Technology Managers Challenger Disaster (cont’d.) According to the commission’s report, the disaster was caused by the failure of an “O-ring” seal in the solid-fuel rocket on the shuttle’s right side. The seal’s faulty design and the unusually cold weather, which affected the seal’s functioning, allowed hot gases to leak through the joint. Flames from inside the booster rocket escaped through the failed seal and enlarged the small hole. The flames then burned through the shuttle’s external fuel tank and through one of the supports that attached the booster to the side of the tank. The booster broke loose and collided with the tank, piercing the tank’s side. Liquid hydrogen and liquid oxygen fuels from the tank and booster mixed and ignited, causing the shuttle to tear apart.

23 MSETM Ethics for Technology Managers Challenger Disaster (cont’d.) The shuttle launch program was halted during the commission’s investigation and was not resumed until shuttle designers made several technical modifications and NASA management implemented stricter regulations regarding quality control and safety. Shuttle missions resumed on September 28, 1988, with the flight of the shuttle Discovery. See Space Exploration: Current and Future Programs. “Challenger Disaster”. Microsoft® Encarta Online Encyclopedia (3 Sept. 2002) ©2002 Microsoft Corporation. All Rights Reserved.

24 MSETM 5110 – Ethics for Technology Managers Due Date Assignment “0”- Personal Profile8/28/02 Assignment 1- Read HBR Articles: 1.George Iwaki and Oscar Hauptman, Final Voyage of the Challenger. 2.Trevino, et al., Managing Ethics and Legal Compliance: What Works and What Hurts. 3.Paine, Managing for Organizational Integrity. Assignment 2 - 9/18/02 In approximately 400 words, critique the decision process to launch the Challenger, including the respective roles of the engineers and management team. What would you have done differently?