Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Align norms with codes and values
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•Modify norms that fail to support formal rules, mission and
standards
Informal Cultural Elements: Rituals
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•Deinition: repeated organizational dramas
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•Types
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•Rites of passage–mark changes in roles and statuses
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•Rites of degradation–lower status of member)
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•Rites of enhancement–raise the standing of members
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•Rites of renewal—strengthen and improve the current system
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•Rites of conlict reduction—release tension and manage conlicts
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•Rites of integration—tie members to larger systems
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•Implementation guidelines : evaluate ethical messages sent by rites
and modify if needed
Informal Cultural Elements: Stories
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•Story components:
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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• narrative (body of the story)
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• meaning or interpretation (what the story means)
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• heroes (important actors in the story)
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•Implementation guidelines
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•Tell stories that reinforce important cultural values
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•Find worthy heroes
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•Repair the damage done by existing negative stories
Cultural Change Eforts
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•Simultaneously address both formal and informal elements
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•Make sure cultural components support one another
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•Demonstrate ethical consistency throughout the organization and in
every organizational activity
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•Ethical drivers play a particularly signiicant role in promoting or
driving systematic ethical change:
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•Ethical diagnosis
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•Engaged leadership
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•Targeted socialization processes
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Ethics training
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•Continuous ethical improvement
Ethical Drivers: Ethical Diagnosis
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•Analyze the organization’s current ethical condition
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•Use the data to drive the change efort
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•Audit cultural components
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•Conduct risk assessments to identify vulnerability to fraud and
misbehavior
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•Conduct an ethical climate analysis
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•Instrumental climates—encourage selish behavior (greatest
threat to ethics)
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•Caring climates—promote concern for others
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•Rules climates—governed by internal policies, rules and
procedures
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•Law and code climates—based on external codes
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•Independence climates—members make choices based on
personal values
Instrumental climates pose the greatest threat to ethics
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Ethical Drivers: Engaged Leadership
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•Must have the buy-in of top leadership for ethical change
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•Six primary mechanisms for establishing ethical culture
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•Attention– what leaders pay attention to, measure, and control
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•Reactions to critical incidents—stressful events
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•Resource allocation—how an organization spends its money
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•Role modeling—setting an example and developing others
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•Rewards—draw attention to important goals, shared values,
desirable and undesirable behaviors
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•Selection—recruit new members who support the new ethical
standards
Drivers: Targeted Socialization Processes
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•Deinition: the process of becoming a group member
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•Lays the ethical groundwork for employees
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•Steps
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•Pre membership (initial impressions)
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Formal socialization mechanisms (training, mentoring)
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•Ends when newcomers are accepted into the group
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•Unethical socialization processes
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•Co-optation (reduce newcomer discomfort with unethical
behaviors)
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•Incrementalism (gradually introduce newcomers to unethical
practices
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•Compromise (cutting unethical deals)
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•Social cocoons (strong, unhealthy subcultures)
Target socialization processes to promote positive ethical change at each
step of the socialization process
Ethics Drivers: Ethics Training
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•Ongoing training helps create and maintain ethical environments
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•Characteristics of efective ethics training
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•Focuses on your organization’s unique ethical problems
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•Allows plenty of time for discussion and interaction
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•Taps into the experiences of participants
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•Is integrated into the entire training curriculum of the
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
organization