When we speak of corporate culture, we refer to the internal moral climate or character of organizations, the distinguishing features that make organizations what they are, that elicit from us a desire to associate ourselves more—or less—closely with them. We seek to identify in companies, agencies, schools and other organizations what Aristotle described as the characteristic spirit, the prevalent tone of sentiment, of a people or a community--its ethos. By understanding the ethos of organizations, we seek to be better leaders and managers, developing the skills to cultivate corporate environments that attract women and men of resonant integrity and intelligence that transform workplaces into communities of trust.
Featured Objects
Norm Augustine's Response to "Dangerous Silence"
12 May 2008
The unwillingness of employees to report misconduct, even anonymously to corporate ethics offices or external hotlines, poses a continuing risk to companies, as I observed in my posting in January, "Dangerous Silence"
Some time afterwards, I had lunch with Norm Augustine, the retired chairman and CEO of Lockheed Martin, and we discussed that topic. He brought up a salient point, and I asked him to post it on our blog.
Some time afterwards, I had lunch with Norm Augustine, the retired chairman and CEO of Lockheed Martin, and we discussed that topic. He brought up a salient point, and I asked him to post it on our blog.
Survey results - why have ethics programs?
29 Jan 2008
Prevent Misconduct? First, understand the causes: Why do companies spend so much time and money teaching their employees about laws, regulations and company policies? Is it because executives believe that serious misconduct is the result of ignorance of the rules? Or, is it because they want evidence with which to absolve themselves when employee misconduct occurs—it’s not their fault, they told employees the rules. Why do employees break the rules, anyway?
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Survey results - why have ethics programs?
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