In this video, Susan Liautaud repositions the ethics of consent in a world she calls “ethics on the edge” with a look at cases such as Ebola and space travel.
Martha Lane Fox co-founded Europe’s largest travel and leisure website lastminute.com with Brent Hoberman in 1998, they took it public in 2000 and sold it in 2005. Martha was appointed a crossbench peer in the House of Lords in March 2013. She is currently chair of Go On UK, a coalition of public and private sector partners that are helping millions more people and organisations online. In March 2014 she was appointed Chancellor of the Open University. Martha co- founded and chairs LuckyVoice, revolutionising the karaoke industry. She chairs MakieLab and Founders Forum for Good. She is a Non-Executive Director at Marks & Spencer and the Women’s Prize for Fiction. In 2007 Martha founded her own charitable foundation Antigone.org.uk and also serves as a Patron of AbilityNet, Reprieve, Camfed and Just for Kids Law. In 2013 Martha was awarded a CBE.
[Bio reprinted with permission from Baroness Lane Fox’s blog with gratitude.]
We begin this week with a nod to the impact of ethical (or unethical) decision-making on the world’s children. As back to school time approaches, children should be thinking about returning to learning and classmates in a safe, affordable, and fair environment. This list offers a mix. Two stories firmly remind just how far unethical-decision-making can go, here beyond unethical to the unconscionable. Three show inspirational decisions supporting children in the some of the most world’s most dire circumstances.
This spring I have the privilege of teaching a course at Stanford University on ethics in today’s highly complex, uncertain world. One of my over-arching themes is that few factors define our individual, organizational, and societal stories as definitively as our ethics. We didn’t cover stories like Somaly Mam. Why? Because there is nothing unpredictable or nuanced here. This alleged case is a straightforward narrative with a predicable end: lying with an added dose of self-promotion leads to personal destruction and extensive collateral ethical damage.
Wilson Abney has been an attorney working in public service ethics for more than forty years. He served as Counsel, Chief Counsel, and Staff Director to the United States Senate Ethics Committee from 1980-1982. During that time he was also selected to serve as counsel to the Senate Impeachment Trial Committee for the trial of Federal District Judge Harry Claiborne. He authored the “fact book” used by the Trial Committee and the full Senate in debating whether Judge Claiborne should be removed from office. After leaving the Ethics Committee he served as Ethics Counsel for President Clinton’s transition team. He joined the Commerce Department in 1994 as an advisor in the Department’s Ethics Division. From 1996 to 2009 he consulted with public and private organizations on ethics issues and wrote on the need to reform the Congressional ethics process. In 2009 he rejoined the government as Ethics Counsel to the Congressional Oversight Panel, a legislative commission established to oversee the bail-out of the financial sector. In 2011 he was asked by the Panel’s Chair, Elizabeth Warren, to assist in the establishment of the Consumer Financial Protection Bureau. He served as Senior Counsel in the Bureau’s Office of General Counsel, retiring in 2012. Mr. Abney continues to demonstrate his life-long passion for public and private sector ethics by studying, writing and consulting on the subject.
This article was first published in Susan’s Liautaud Huffington Post blog
Too often ethics in business is viewed as exclusively a moral or philosophical endeavor. It is also frequently considered separate from the core economic and organizational factors underlying business analysis. In fact, failing to integrate ethics into business decisions can lead to catastrophic business results.
This article was first published in Susan’s Liautaud Huffington Post blog
Predicting the future of women in business is not my core business. I advise companies and non-profit organizations and their leaders on ethics matters ranging from one-off challenges to ethical leadership, strategy, and organizational culture. As we approach International Women’s Day on 8 March, the prospects for women in business look outstanding. Many experts have covered targets for women and the training, regulation, and support needed to get there. Through my forward-looking ethics lens, here are a few thoughts on how we as women will behave along the way and when we arrive.
Badr Jafar is the Chief Executive of Crescent Enterprises, a diversified conglomerate based out of the UAE, and is the Founder of the Pearl Initiative, a non-profit initiative working to create a corporate culture of transparency and transparency in the Gulf Region of the Middle East. You can follow him on Twitter @BadrJafar. Read more
One of the biggest obstacles to ethics is arbitrariness. All kinds of behavior – both unethical and ethical – can lead to arbitrary ethics consequences. Conversely, arbitrariness in ethics oversight almost always generates unethical behavior. Let’s take a common example in organizations of all sectors and sizes: leaving enforcement of ethical guidelines up to the immediate boss in a hierarchical structure. One employee’s particularly punitive boss may deliver a career-damaging punishment. Another boss may not even read the e-mails signalling more serious unethical behavior leaving her direct report to carry on with impunity. Both occur within the same organization with the same ethics rules and same senior level oversight.
This blog is the first of a series of eight blogs I will write extracting ethics lessons from research and stories that are not at the start ethics-related. It is part of a deliberate effort at synthetic organizational thinking at SLAL, tying together cross-sector organizational matters to derive learning directly and indirectly relevant to ethics. The messages are gleaned from business, non-profit, and governmental organizations, and the ethics applies to all.
In a recent Harvard Business Review article entitled “Leadership Lessons from the Chilean Mining Rescue,” Harvard Business School professors Amy C. Edmondson and Herman B. Leonard, and doctoral candidate Faaiza Rashid, explore the leadership strategies and lessons from the extraordinary 2010 Chilean mining rescue. Their insightful analysis of the 69-day ordeal, involving 33 men trapped when more than 700,000 tons of rock caved in, offers many important leadership lessons. I cite their work to extend one of these lessons to ethics: the importance of iterative leadership as a model and message of the importance of iterative organizational ethics. Read more
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