George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Ethics Lecture 7 How to survive!!

George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Ethics: Sooner or later you will be faced with an ethical choice because of one or more of the following: ◦ Managerial position ◦ Program management task ◦ Consulting engagement ◦ Personal Relationship What do you do? ◦ Ignore ◦ Comply ◦ Address

George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Ignore This course will make a lingering problem worse. You may be held responsible just for being aware of an ethics problem. Your management abilities will become suspect. Ignorance is no excuse!!! Ignoring an ethics problem will show that you are weak and ineffective not only as an employee/manager, but also as a person. Never – ignore an ethics problem.

George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Comply This course will immediately prove conflict of interest and will make you legally liable under the law. Compliance can be the foundation of criminal and/or civil litigation against you and your employer. If proven guilty, your job opportunities will evaporate and you will be “labeled” within your professional community and your industry. Even if no criminal intent is proven, compliance shows poor judgment and will impact your career negatively.

George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Address Two options (Recuse or Address Directly) ◦ Recuse -- to withdraw from a position of judging so as to avoid any semblance of partiality or bias. BUT!! only after you have spoken and presented the evidence with someone in authority, and they have agreed to take the lead in documenting, and presenting the ethical violation to the proper authorities. ◦ Address Directly – You take the lead in clarifying, documenting, and presenting the ethical violation to the proper authorities. Drawbacks to both options – ◦ Unnecessary (sometimes Negative) Attention. ◦ Turmoil on your project and with your team. ◦ Being labeled as a “troublemaker”. ◦ Personal/Professional threats.

George Mason University The School of Public Policy Policy Analysis Center Copyright © R.A. Sommer, 2007 Who can help!! This is the sequence: ◦ Upper Management / Personal Mentor ◦ Human Resources ◦ Corporate Legal Counsel ◦ Outside Legal Counsel ◦ “Whistleblower” Advocacy and Protection Groups ◦ Media Outlets