1. CON 2001 & CVE 4070 Construction Engineering Engineering Ethics
Project Meetings & Negotiations
Prof. Ralph V. Locurcio, PE

2. Schedule

3. Grading
Notebook cancelled!

4. Professional Ethics 101
11/24/2018

5. Engineering “Profession”
Special knowledge
Broad knowledge base vs. specific training
Skills essential to the well being of society
Special privileges
Self-regulating
Control admissions process
Autonomy in the workplace
Independent judgment
Special responsibilities
Regulated by ethical standards
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6. Ethical judgments Factual issues Conceptual issues
Typically engineering design factors
Contractual questions of fact
Conceptual issues
May be vague
Interpretation of rules or definitions
Standards not clearly defined
“Valuable consideration”
“Adequate knowledge”
Tradeoffs
Cost vs. safety issues
Risk vs. benefit issues
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7. NCEE Code of Ethics Obligation to Society Employers & Clients
other Professionals
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8. PE Rules of Professional practice(1)
OBLIGATION TO SOCIETY
PROFESSIONAL ENGINEERS SHALL:
Honor their responsibility for public welfare
Seal only designs that conform to accepted standards
Inform employer or authority when overruled
Be objective & truthful in professional reports & testimony
Express public opinion only when founded on facts
Not express an opinion inspired by interested parties
Shall not engage in fraudulent or dishonest ventures
Provide information of violations to Board of Practice
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9. PE Rules of Professional Practice(2):
OBLIGATION TO EMPLOYER & CLIENTS
PROFESSIONAL ENGINEERS SHALL:
Undertake assignments only when qualified
Not seal designs when outside qualifications
Not seal designs they have not directly supervised
Coordinate entire design if other professionals seal
Not reveal proprietary data unless required by law
Not accept consideration from contractors
Fully reveal any conflict of interest to employers
Not accept compensation from more than one party
Not accept assignment from govt body if advisor
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10. PE Rules of Professional Practice(3):
OBLIGATION TO OTHER PROFESSIONALS:
PROFESSIONAL ENGINEERS SHALL:
Not misrepresent own or colleagues qualifications
Not overstate degree of personal responsibility
Not misrepresent facts pertinent to employers or work
Not engage in bribery or offer gifts to obtain work
Not seek to falsely injure the reputation of another PE
Not indiscriminately criticize work of another PE
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11. Example - 1
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12. Solution - 1
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13. Now it’s your turn Read these 4 examples
Pick the most ethical answer, based on the NCEE rules of ethics
We’ll go over the answers here in class
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14. Example - 2
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15. Solution - 2
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16. Example - 3
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17. Solution - 3
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18. Example - 4
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19. Solution - 4
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20. Example - 5
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21. Solution - 5
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22. Example - 6
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23. Solution - 6
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24. Summary of Ethics Obligation to Society
Do no harm
Uphold public welfare & safety
Obligation to Employers & Clients
Be trustworthy
Honor the employer’s property & reputation
Obligation to Other Professionals
Be fair & forthright
Be truthful
Honor the profession
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25. Meetings & Negotiations

26. Meetings… Project meeting… Decision meeting…
Purpose is status of events or budget
Each person represents a function
Decision meeting…
Emphasis on problem resolution
More difficult environment
Power & politics play a role
Role of players is significant

27. Strategy for meetings…
Be prepared…
Know the objective…
Have well documented case…
Be aware of “group think”
Use accepted business rules…
Be a team player…
Consider continuing relationships…

28. Group think… Illusion of a “majority view”…
View of opposition as inept…
Self-censorship of the group…
Rationalization discounts warnings…
Team attitude stifles disagreement…
Forcing early consensus..
False morality blocks certain viewpoints…
Feelings of invulnerability…

29. Negotiating… The problem… it’s not a win-lose game
The method… know your style
Avoid a stalemate… you need a strategy

30. Best reference for negotiating…

31. The goal… a successful negotiation
It should produce a wise agreement
It should be efficient
It should improve the relationship of the parties
Strike a balance:
Achieve personal & professional goals
Preserve the relationship

32. Negotiating styles… Hard bargaining… a win-lose style
Conciliatory bargaining… a friendly style… usually a lose-lose result
Principle centered bargaining… focus on the issues… a win-win result

33. The problem… Hard bargaining over positions…
Sets up win-loose conditions
Personal ego gets involved
Produces un-wise decisions
Underlying issues may get ignored
Not very efficient
May produce a stalemate
Endangers the relationship

34. The problem… Conciliatory bargaining for relationship…
Emphasizes agreement
Trust is emphasized
Relationship is maintained
Both sides may give too much
May also produce un-wise decisions
Agreement may be loosely organized
Vulnerable to a hard game

35. A better solution… Principle/issue centered negotiation
Focus on interests not positions
Separate people from issues
Generate a variety of possibilities
Discuss pros & cons without deciding
Base decisions on objective standards
Goal is to satisfy underlying interests

36. Preserves the relationship…why?
Focus is on interests; not people or ego
Active discussion of interests & options
Discuss mutually satisfying options
Use fair standards to evaluate
Produces a wise decision

37. What’s your preferred style?
Thomas-Killman Instrument
Simple on-line test
Indicates your “preferred” style
No right answers or styles
Several styles are productive in groups

38. Exercise – Answer these – 10min.
Sometimes I give others what they want, even when I would rather not. Yes
If there is a disagreement I like to win. Yes
It is better to arrive at an agreement where everybody is satisfied,
rather than hold out to get the most advantage for myself. Yes
Often it is best to follow other people’s ideas. Yes
Usually I am single-minded in achieving my aims. Yes
I prefer not to spend much time with individuals who voice strong opinions. Yes
When I have made up my mind I try hard to convince others. Yes
I like to be very open and encourage others to be the same. Yes
In a dispute both sides need to make significant concessions. Yes
It is often better to accept another’s viewpoint rather than antagonize them. Yes
It is better to explore agreement rather than disagreement. Yes
If there is a problem I like both sides to put their cards on the table. Yes
I usually prefer to share the cake rather than try to get it all. Yes
Differences of opinion don’t often matter a great deal. Yes
I prefer to stick with my own ideas rather than enter a long discussion. Yes

39. Exercise – Scoring-5pts each “yes”
Style (1) 6, 14, 15 = yes =
Style (2) 1, 4, 10 = yes =
Style (3) 3, 9, 13 = yes =
Style (4) 2, 5, 7 = yes =
Style (5) 8, 11, 12 = yes =

40. Exercise – Your preferred style
Style (1) Avoidance
Style (2) Accommodating
Style (3) Compromising
Style (4) Competing
Style (5) Collaborating

41. Thomas-Kilman Test Four modes of Negotiating Behavior:
Avoiding – fast, can’t win, trivial
Accommodating – wrong, good will, social
Compromising – expedient, temporary
Competing – fast, one sided, important
Collaborating – slow, creative, important

42. Thomas-Killman Conflict Instrument
High
Accommodation
Collaboration
Concern for other’s needs
Compromise
Avoidance
Competition
Low
Low
High
Concern for own needs

43. Result of negotiating styles…
IDEAL SITUATION
Collaborating & integrating
Open participation, all benefit, win-win
Accommodating
Giving-in to others
Stress low but
long term stress high
Concern for others
Initial stress high
but long term stress low
Compromising
Both sides lose something
Problem may remain
Long term stress possible
Avoiding and withdrawing
Lack of integration; don’t care
Dominating and competing
Place self before others
Stress avoided but
long term stress high
Stress high & long term
Concern for self

44. Don’t be surprised… Prepare for unexpected outcomes…
Have an “RP” = reservation point
Least outcome you will accept
Point to stop negotiating
Have a “BATNA”
Best Alternative to a Negotiated Agreement
Alternative solution or back door
Develop both before negotiations start!

45. Negotiating strategy…
Know your real objectives
Avoid personality issues
Be flexible
Discuss your objectives & issues
Be prepared to make reasonable concessions
Be prepared to exploit opportunity
Know consequences of failure… have an “RP”
Prepare for the unexpected… have a “BATNA”
Maintain written records…
Be patient; but strive for progress
Know when to quit… when you’re ahead!

46. Final lessons… Know who you are negotiating with.
Study the problem completely.
Keep an open mind & be flexible.
Know your RP.
Have a BATNA.
Decide on objective criteria.
Don’t let emotions cloud your thinking.

47. Last Slide

48. Example #3… Negotiations at sea-1
US Navy ship at sea in dense fog… watchman signals a light ahead on a collision course with the ship.
US captain radios the other ship with the following order… “this is a US Navy warship… we have priority passage… divert 15 degrees to starboard”

49. Example #3… Negotiations at sea-2
Radio reply received… “Negative… Negative… divert your course 30 degrees to starboard and reduce speed to 3 knots”
US Captain is outraged… he is a warship and he has priority of passage!!!!

50. Example #3… Negotiations at sea-3
US Captain replies in his most forceful command voice…
“This is the aircraft carrier USS Lincoln; largest ship in the Atlantic fleet; we are accompanied by an entire fleet;
I demand that you alter your course 15 degrees to starboard!!”

51. Example #3… Negotiations at sea-4
The radio reply comes back… “Negative, Negative… this is Coast Guard Seaman 2d class...
I don’t care who you are… alter your course 30 degrees to starboard and reduce speed to 3 knots…
We are a lighthouse and if you don’t alter your present course you’ll run aground in about 3 minutes…

52. Example #3
....Over and out!”