Organizational Ethics & Culture in Business, Corporate life
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Sep 09, 2025
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About This Presentation
This ppt is relate dto Organizatioanal Ethiccs & culture
Slide Content
ee:
HEALTH CARE
STA PP
Organizational Ethics
Thomas D. Maddix, CSC, D.Min.
Vice President, Mission, Ethics & Spirituality
Holy Family Hospital | Mount Saint Joseph Hospital | St. Paul's Hospital | St Vincent's Hospitals: Brock Fahmi, Langara, Heather | Youville Residence | Marion Hospice
HEALTH CARE
STA PP
Organizational Ethics
Thomas D. Maddix, CSC, D.Min.
Vice President, Mission, Ethics & Spirituality
Holy Family Hospital | Mount Saint Joseph Hospital | St. Paul's Hospital | St Vincent's Hospitals: Brock Fahmi, Langara, Heather | Youville Residence | Marion Hospice
Organizational Ethics
“We saw nothing not because there was
nothing, but because we had trained
ourselves not to see.” Richard Garry, a
character in Colm Toibin’s novel, The Story of
the Night
Any organization of work--industrial, service,
blue or white collar-can be described as a
psychostructure that selects and molds
character. Michael Maccoby, The Gamesman
HEALTH CARE
“We saw nothing not because there was
nothing, but because we had trained
ourselves not to see.” Richard Garry, a
character in Colm Toibin’s novel, The Story of
the Night
Any organization of work--industrial, service,
blue or white collar-can be described as a
psychostructure that selects and molds
character. Michael Maccoby, The Gamesman
HEALTH CARE
Definitions
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
Definitions
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
Definitions
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
o Has to do with the identity and the integrity of the
organization itself—with who the organization is and
becomes and with what the organization does. The
organization's character and behavior, these are the
concerns and the scope of organizational ethics.
(Ron Hamel, PhD Health Progress, Dec.2006)
. It requires that the organization's values permeate the
organization at all levels and in all areas—from
executive leadership to housekeeping; in planning,
budgeting, and all other decisions; in policies,
procedures, and practices; in internal and external
relationships. Ron Hamel, Ph.D Health Progress, Dec. 2006
Senden
WEALTHIC ARE
urn c
Common organizational ethics
issues include:
ill
2.
3.
Business and Service Plans (mergers, partnerships,
contracts with providers, marketing etc.)
Quality and Safety Issues
Employee Rights and Responsibilities
(compensation, bargaining, diversity, harassment,
privacy)
Role inthe Community (advocacy, investment
policies)
Resource Allocation
Work Restructuring
Cue nce
WEALTH CARE
issues include:
ill
2.
3.
Business and Service Plans (mergers, partnerships,
contracts with providers, marketing etc.)
Quality and Safety Issues
Employee Rights and Responsibilities
(compensation, bargaining, diversity, harassment,
privacy)
Role inthe Community (advocacy, investment
policies)
Resource Allocation
Work Restructuring
Cue nce
WEALTH CARE
Issues continued:
10.
NE
We,
13.
Charitable fundraising
Disagreement over treatment decisions
Access to care
Business development
Disclosure of risk
Business and Professional Integrity
(performance review/management; conflicts of
interest; incentives; hiring and promotion
Other????
HEALTH CARE
10.
NE
We,
13.
Charitable fundraising
Disagreement over treatment decisions
Access to care
Business development
Disclosure of risk
Business and Professional Integrity
(performance review/management; conflicts of
interest; incentives; hiring and promotion
Other????
HEALTH CARE
Ethics Agenda requires:
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
Ethics Agenda requires:
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
Ethics Agenda requires:
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
6. Aculture which
* Places ethical issues on the agenda
* Provides a safe place to discuss conflicting
ethical concerns
. Has a process for handling ethics disputes
HEALTH CARE
The Root of Moral Conflict within
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
The Root of Moral Conflict within
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
“Explicit”
Roles” y,
“In-awareness” Skin Colour > y
Behaviour x
“Implicit”
“Out of awareness”
Invisible
Gare
HEALTH CARE
Roles” y,
“In-awareness” Skin Colour > y
Behaviour x
“Implicit”
“Out of awareness”
Invisible
Gare
HEALTH CARE
The Root of Moral Conflict within
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
The Root of Moral Conflict within
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
organizations: Where we are coming
from...
10. Stanley Hauerwas has stated, “moral
behaviour is an affair not primarily of
choice but of vision.”
11. To see is to behave
12. Morality is based on who we are as
viewers and our interpretation of what is
going on.
by ence
HEALTH CARE
Institutional Contexts of Doing
Ethics
3. The organizations/institutions provide us with
places
- to be
= to see
- points of contact with ethical questions
- points of view for moral/ethical insight
- context by which we live our ethical vision
Ethics
3. The organizations/institutions provide us with
places
- to be
= to see
- points of contact with ethical questions
- points of view for moral/ethical insight
- context by which we live our ethical vision
Institutional Contexts of Doing
Ethics
3. The organizations/institutions provide us with
places
- to be
= to see
- points of contact with ethical questions
- points of view for moral/ethical insight
- context by which we live our ethical vision
Ethics
3. The organizations/institutions provide us with
places
- to be
= to see
- points of contact with ethical questions
- points of view for moral/ethical insight
- context by which we live our ethical vision
Leaders and Culture - What’s
important
« What leaders pay attention to, measure
and control on a regular basis.
¢ How leaders react to critical incidents and
organizational crises
* Observed criteria by which leaders
allocated resources.
HEALTH CARE
important
« What leaders pay attention to, measure
and control on a regular basis.
¢ How leaders react to critical incidents and
organizational crises
* Observed criteria by which leaders
allocated resources.
HEALTH CARE
Leaders and Culture continued
« Deliberate role modeling, teaching and
coaching.
« Observed criteria by which leaders allocate
rewards and status.
* Observed criteria by which leaders recruit,
select, promote, retire and ostracize
organizational members. x Hanoi quoting rom work done bythe VA
in the USA.
HEALTH CARE
« Deliberate role modeling, teaching and
coaching.
« Observed criteria by which leaders allocate
rewards and status.
* Observed criteria by which leaders recruit,
select, promote, retire and ostracize
organizational members. x Hanoi quoting rom work done bythe VA
in the USA.
HEALTH CARE
Fear and the impact on
Organizations and Ethical Dialogue
Fear of:
i failing
ia being misunderstood
ds losing our position
HEALTH CARE
Organizations and Ethical Dialogue
Fear of:
i failing
ia being misunderstood
ds losing our position
HEALTH CARE
Fear continued
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
Fear continued
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
Fear continued
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
* looking foolish in front of our
peers...results in a paralysis of self,
others and organization
* our ignorance and prejudices exposed
« People disengage and ‘deferential
thinking’ becomes the norm (Gordon self,
ibid)
Roles in organizations can:
via Keep us in line and prompt us to
discharge obligations that we might
otherwise neglect.
ts Facilitate communication, helpfulness
and productivity.
za Ethical Responsibility in institutional
life...requires paying attention to the
implications of ethical behaviours for specific
roles.
HEALTH CARE
via Keep us in line and prompt us to
discharge obligations that we might
otherwise neglect.
ts Facilitate communication, helpfulness
and productivity.
za Ethical Responsibility in institutional
life...requires paying attention to the
implications of ethical behaviours for specific
roles.
HEALTH CARE
Roles in organizations can:
via Keep us in line and prompt us to
discharge obligations that we might
otherwise neglect.
ts Facilitate communication, helpfulness
and productivity.
za Ethical Responsibility in institutional
life...requires paying attention to the
implications of ethical behaviours for specific
roles.
HEALTH CARE
via Keep us in line and prompt us to
discharge obligations that we might
otherwise neglect.
ts Facilitate communication, helpfulness
and productivity.
za Ethical Responsibility in institutional
life...requires paying attention to the
implications of ethical behaviours for specific
roles.
HEALTH CARE
Moral Character in Organizations:
4. Decisions made within the context of the
organization impacts the lives of many people.
5. The Boeing Company says, “Ethics should be
approached as a system issue and not as a
problem of ‘bad individuals.”
6. Yet, there are individuals around the table
making decisions...
HEALTH CARE
4. Decisions made within the context of the
organization impacts the lives of many people.
5. The Boeing Company says, “Ethics should be
approached as a system issue and not as a
problem of ‘bad individuals.”
6. Yet, there are individuals around the table
making decisions...
HEALTH CARE
Moral Character in Organizations:
4. Decisions made within the context of the
organization impacts the lives of many people.
5. The Boeing Company says, “Ethics should be
approached as a system issue and not as a
problem of ‘bad individuals.”
6. Yet, there are individuals around the table
making decisions...
HEALTH CARE
4. Decisions made within the context of the
organization impacts the lives of many people.
5. The Boeing Company says, “Ethics should be
approached as a system issue and not as a
problem of ‘bad individuals.”
6. Yet, there are individuals around the table
making decisions...
HEALTH CARE
Key Points for us to consider:
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
Key Points for us to consider:
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
Key Points for us to consider:
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
6. For us to “do ethics,”---to reflect critically
on the character and action of ourselves and
our communities—we must recognize ‘where
we are” and “where we come from.”
Bion ence
ne
H CARE
Concluding Considerations:
Authenticity and integrity or inner harmony are
related to the choices
made on the basis of who we are and what we
love.
Jean S. Bolen, MD, The Ring of Power
Authenticity and integrity or inner harmony are
related to the choices
made on the basis of who we are and what we
love.
Jean S. Bolen, MD, The Ring of Power
Concluding Considerations:
Authenticity and integrity or inner harmony are
related to the choices
made on the basis of who we are and what we
love.
Jean S. Bolen, MD, The Ring of Power
Authenticity and integrity or inner harmony are
related to the choices
made on the basis of who we are and what we
love.
Jean S. Bolen, MD, The Ring of Power
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