Designing And Managing Ethics Programs

Days 1-2: Designing Ethics Programs

Achieving a culture of integrity within an organization can be greatly assisted and enhanced by the support of a formal organizational ethics program and structure. This workshop examines the essential elements of a comprehensive ethics program and structure. It focuses on program rationale, elements of an ethics framework, integration and implementation. The workshop identifies challenges likely to be encountered in the many stages of program development and implementation and discusses strategies to overcome these challenges.

Days 3-4: Partnering for Ethical Success: Aligning Organizations

Organizational ethics programs will not succeed unless all parts of the organization are aligned with the fundamental objective of building a culture of integrity. An ethics office within an organizational structure working in isolation does not have all of the necessary responsibilities, authorities or resources to build an organizational culture of integrity. This workshop focuses on how members of the ethics office identify, partner and interact with other organizational components in a joint effort to achieve the desired organizational ethical culture.

Leadership and Organizational Integrity

Days 1-2: A New Model of Executive Leadership

In this workshop we explore risks associated with executive leadership and discuss how such risks can be mitigated by a re-orientation of leadership priorities and acquisition of new knowledge, skills, and practices. Participants will learn how executive leadership impacts organizational drivers of integrity. This workshop is designed for executive leaders or ethics officers who must understand the impact of executive leadership on employee commitment to integrity.

Days 3-4: Setting Standards and Changing How We Manage

Executive leadership sets the stage for employee commitment to compliance and appropriate values based behaviors necessary for high performance and public trust. In this workshop we discuss setting compliance and values based standards, integration of those standards in the reward system, employee ethical motivation, “marketing” ethics, shaping expectations for reporting poor performance or misconduct, and the business case for managing ethics.

© Centre on Values & Ethics 2013