Research and Insights

Designing for Ethics

Designing for Ethics

The corporate world has many mechanisms in place to prevent, assess, and address ethical violations in the workplace. But do these mechanisms really meet the needs of an employee facing an ethical dilemma? At our 5th Annual Forum in Chicago, we dove into the innovative field of design thinking in search of an answer.

The Three Pillars of Culture

The Three Pillars of Culture

Susan Ochs describes her take on organizational behavior, culture, and how to affect employee mindsets. From her extensive research and experience in the corporate world, she posits that the mental models and assumptions of employees have a crucial yet often overlooked role in culture management.

How to Make the Right Choice

How to Make the Right Choice

Tom Linebarger gives his insight into dealing with difficult decisions. He offers a practical, simple approach to making the right call -- even when it feels like there is no right answer.

The Ethical Triggers We Don't Notice

The Ethical Triggers We Don't Notice

Ethical decision-making isn’t always as rational as we often think it is. Here’s how subconscious priming can actually make people more ethical.

Advancing Values

Advancing Values

Rick Lenny describes how to uphold and emphasize values in an organization. He expresses the importance of environment, leadership, and integrity to promoting values and ethics.

Bringing Your Ethics Code to Life

Bringing Your Ethics Code to Life

All companies need to have a code of conduct, but can most employees tell you what it says? At Georgia-Pacific, probably so. See how their innovative scenario-based training is changing the game.

The Potential Danger of Lofty Goals

The Potential Danger of Lofty Goals

A new study on high performance goals, depletion, and unethical behavior shows that it might be time to pump the brakes on the pressure and realize the potential harm it could be doing.

Communicating Values from the Top

Communicating Values from the Top

Cathy Engelbert, CEO of Deloitte LLP, discusses the importance of communicating an ethical tone from the top – and how recruitment and professional development play a part in building a culture of integrity. She also discusses how ethics and strategy are interwoven.

On the Front Lines

We all know that tone at the top is important: without legitimate, committed support from senior management, even the best ethics program will fail.

The Power of Storytelling

Trainings are ubiquitous in the corporate world. In addition to learning about their actual jobs, employees go through trainings on their organizations’ policies, procedures, norms, strategies, and of course, values. But not all learning is created equal. When it comes to impacting behavior, consider leveraging the good old-fashioned power of story.

Making Feedback Normal

Can I give you a little feedback?” It’s something we all hear or say from time to time, and what follows is often accompanied by awkwardness and anxiety on one or both ends of the conversation. But what if we could release the tension and leverage feedback on a more regular basis?

Educating for Ethics

Educating for Ethics

Ann Nobles, Former Chief Ethics and Compliance Officer of Eli Lilly, discusses how to navigate working in a highly regulated industry. She explains the importance of educating both employees and financial stakeholders on ethical standards in order to ensure a company-wide ethical approach to business. 

Keeping Promises

Keeping Promises

Frank Belatti describes a lesson he learned early in life about trust and keeping one's word, and how that has shaped his understanding of ethics and leadership throughout his career. 

Making Tough Calls with Top Performers

Making Tough Calls with Top Performers

Bill McDermott emphasizes the importance of holding even top performers accountable to ethical policies. He tells of an instance in his career where this was especially hard to do, but was absolutely the right thing for the company.

Once More, with (Ethical) Feeling

Traditionally, teaching ethics involved reasoning through abstract cases. But after all we’ve learned through neuroscience, social psychology, and behavioral economics, it’s clear we can’t leave out emotion.

Increasing Your Odds

Across the spectrum, researchers say, we’re all prey to thinking we’re more ethical than we really are. The good news is that there are proactive steps businesses can take to avoid common pitfalls.

How Fraud Happens and What It Takes to Dig Out

How Fraud Happens and What It Takes to Dig Out

Weston Smith recounts how the pressures of hitting quarterly numbers and a culture of reaching short-term goals at all costs created a situation that eventually landed him in federal prison. He describes the rationalizations the company used, the slippery slope that followed, and the tipping point that made him decide to do the right thing.

Buying Integrity

At five bucks a pop and ten minutes per test, can your company afford NOT to do integrity testing?

Doing the Right Thing When Dollars Are on the Line

Doing the Right Thing When Dollars Are on the Line

Jim Sinegal talks through a decision to do the right thing for his employees despite an economic cost to the company. Sticking to your word, even beyond what might be reasonably expected of you, reveals true character.