All lies come with consequences that affect or influence business at the work place. White lies lead to more significant ones. Half-truths hurt. Exaggerations can taint a career and falsehoods can destroy credibility. Moreover, as philosopher Sissela Bok writes in her ethical masterpiece--Lying: Moral Choice in Public and Private Life--there are "risks to the liar himself of personal discomfort and loss of integrity, of a greater likelihood, however slight, of having to lie again to shore up the first lie; and of a somewhat diminished resistance to lying for causes he may wish to further in the future." Do the exercises below to determine your own resistance to falsehood.1. Keep a weekly journal of all the white lies, half-truths and falsehoods that you say or indicate to others. Without violating your own or another person's privacy, summarize them incident by incident, item by item. Under each incident or item, briefly note the immediate, future or possible consequences of the lie.
2. Keep a weekly journal of all the white lies, half-truths and falsehoods that others say or indicate to you. Without violating your own or another person's privacy, summarize them incident by incident, item by item. Under each incident or item, briefly note the immediate, future or possible consequences of the lie.
3. Keep a weekly journal of times when you wanted to tell a white lie, half-truth or falsehood ... but caught yourself and told the truth or declined to answer the question (doing so in a polite, discreet, or otherwise appropriate way). Without violating your own or another person's privacy, briefly summarize these incidents and items and note the immediate, future or possible consequences of telling the truth.
Nature of PowerPower is not a moral value but the force with which we put forth our values or the reputation we earn because of those values. When we put forth our values to meet a challenge or resolve a problem, we actively tap our power, calling on our sense of right or wrong or fairness to address those situations. Too little power, and we betray our values. Too much power, and we oppress others. Afterward, depending on our choice, power is passive and a function of reputation; we can bask in its glow or sweat in its glare. Use the process below to determine your own power base and methods to tap it appropriately, showing restraint and consideration for others.
1. Ascertain your personal and professional power.Ethical people acknowledge their power so they can tap or restrain it during suspected challenges or crises. To acknowledge your power base, make a list of items.
Ask yourself:
- Am I intellectually or physically powerful?
- Do I have access to powerful tools or technology like cameras or computers?
- Can I communicate powerful ideas?
- Do I know or have access to powerful people?
- Do I supervise or have authority over others?
- What other aspects of my life involve power?
2. Evaluate your personal or professional power.
After you have acknowledged your power base, determine how you have been employing that power. Analyze each item on your list.
Ask yourself:
- Do I usually abuse this type of power when I have the opportunity?
- Do I usually exert the appropriate amount of this power to meet each challenge or problem? Or do I usually over- or underestimate situations?
- Do I usually avoid using this type of power at all costs?
3. Take prudent action or practice restraint.
Identify items on your power list that are reliable or need improvement. The goal is to meet each challenge or problem with the appropriate amount of power to suit the occasion.
Ask yourself:
- When I feel the urge to take action, do I usually (a) suppress that urge when the stakes or consequences warrant a response, (b) act on behalf of others for whom I have no responsibility, or (c) act in my own interests?
Note: If (a) or (b), seek advice from a mentor or role model whose judgment you trust to determine
how to proceed or whether your participation is really required.
- What are the usual results of my taking action: (a) bigger or more complex problems, (b) symbolic but important participation, (c) compromise to resolve a situation or dispute, or (d) total resolution of a situation or dispute?
Note: If (a), practice restraint until you can determine how your participation will be beneficial.
- If I take action, who else might be affected: (a) innocent individuals or groups, (b) individuals or groups indirectly associated with the situation, or (c) only those directly associated with the situation?
Note: If (a) or (b), practice restraint until you can determine whether your interests are greater than the effect your actions may have on other innocent or indirectly related persons or parties.
4. Take responsibility for your actions.
Once you have ascertained and evaluated your power, you need to accept consequences for your actions. This will help you maintain or restore your personal integrity and/or professional credibility.
Ask yourself:
- Do I have anything to apologize for or correct? For instance, did I misperceive a threat or make a hasty judgment based on faulty information?
Note: If so, apologize or correct errors to match the degree of misperceptions or mistakes without unduly damaging your own or other parties' interests.
- Does another party have anything to apologize to me for or correct? For instance, did someone else misperceive a threat by you or make a hasty judgment based on faulty information?
Note: If so, you may decide to demand an apology or a correction or some other resolution to offset the misperception or mistake.
- Are the consequences a direct result of (a) my actions, (b) part my and part someone else's actions over which I had no influence or control, or (c) someone else's actions over which I had no influence or control.
Note: If (b) or (c), assume responsibility for your part in the situation and/or inform other affected parties about the actions over which you had no influence or control.
Adapting To The Work Place by Michael J. Bugeja, author of Living Ethics (Allyn & Bacon)
1. Report on time each day with a smile and a greeting for everyone. Do not anticipate a pleasant response. Work a full day. Never leave early without permission.
2. During the day, do not bother employees with personal chatter. If someone wants to waste company time, tell the person you will meet with him or her on your next scheduled break.
3. Do not use company telephones, resources, or materials for personal reasons or gain.
4. Try to resolve judgment calls by yourself, without involving a supervisor or another employee, unless your company rules require or recommend that you to do so. (On matters concerning libel, liability, harassment, racism, personal threats, etc., do consult with the appropriate supervisor.)
5. When on assignment, enjoy or marvel at your sources, customers, or clients--even the cantankerous ones--and try to understand their viewpoints without making snap judgments or being easily offended. Startle them with appropriateness or professionalism.
6. Treat each assignment or task--even seemingly mundane or routine ones, like answering the telephone--as if it were the most important in your career. Successful careers begin at this basic level and provide a strong foundation for future advancement.
7. Complete each assignment with gusto and respect for your sources, customers, or clients. You are now a member of the world's most powerful media and/or economy, reflecting or shaping ideas and standards in the community.
8. Before you leave for the day, ask your supervisor if there is anything else you can do. The supervisor may not appreciate the fact that you have worked a 10-hour day and may keep you an extra hour performing ordinary tasks. Do them without anticipating a thank-you.
9. If you are called back to the office, come in without complaining (unless you have important personal business representing an unavoidable conflict). If such a conflict occurs, accept consequences when you tell your supervisor that you cannot report to work.
10. On your day off, work an hour on the assignment of your dreams--a report, a design or computer program, a potential client list, or a new office procedure to save time and expense. When the assignment is complete, present it to your supervisor (who may or may not appreciate the extra work or even use it). That's all right. You benefited doing the assignment, which should enhance your practical skills.
11. During times of stress, remember the value that got you into this business in the first place: zeal, truth, service to others, good will, healthy competition, etc. Spend some time alone, on a nature walk or in a private place, contemplating how to rekindle that sense of mission or ambition.
12. Balance your life with family, friends, social activities, and athletic/intellectual hobbies.