Ethics at Work

Book Reviewed
by Russell Justice,
Nashville, TN

Ethics at Work
Alice Darnell Lattal and Ralph W. Clark,
Performance Management Pub. Atlanta, GA, 2005. $21.95.

The concept that business is an open forum for amoral activity—as long as the job gets done—is a flawed,self-serving, and dangerous rationale. In fact, the very idea of "business" ethics is misleading. In Ethics at Work, authors Lattal and Clark, challenge us with the notions that:

•  We must be willing to forgo financial rewards if the time should ever arrive when we must choose between doing what is right and doing what is wrong.
•  Financial success in business is a wonderful thing, but it can be achieved at too high a price.
•  A single pragmatic, economic focus can leave many important, even critical values-related questions unre-solved.
• Being moral is of greater value that being profitable.

With the many corporate infractions publicly played out in the media, the ethics of work life—an entity that influences most of us on a daily basis—is a timely subject. The authors combine their extensive expertise in the fields of applied behavioral analysis and philosophy to create an effective model for achievement based on ethical commitment. They take on a host of challenging issues relevant to work—not shying away from controversial or difficult subjects such as the pressure to get results, the barrage of conflicting messages, and the cultural differences we confront in the global economy.

Drs. Lattal and Clark take a stand for right and wrong in a world that is drifting toward more and more ambiguity. They present a compelling case for the necessity of having and living by ethical standards standards that comfortably align with the cornerstone Christian ethics of the Ten Commandments. In their discussion, they show compassion for our human-ness while challenging us to step up in our personal ethics and our leadership to bring about more ethical workplaces.

The authors point out that many of our commonly held beliefs are contradicted by research. Studies refute the perception that character is a have or have not proposition. In fact, significant changes can be made in how individuals behave and in their interpretations of what they have done. When ethical behaviors are specifically detailed, openly discussed, accurately measured, and consistently reinforced, individuals report a newfound value for ethical change. This tells us that if someone`s behavior is altered for a period of time and the person is recognized in meaningful and positive ways for making the change, then the person`s beliefs will also transform to support the new ways of acting.

These findings carry a powerful warning for those who limit themselves and their understanding of others with prejudicial views: We reduce a person`s potential and deprive the workplace of valuable contributions when we use labels. Labels indicate a static, unalterable way of being that is ultimately false. Organizations are comprised of people who can and do change, but to change and to change for the better are two different things. This book provides tangible means for directing not only change, but change that results in improvement.

Ethics at Work provides the specific steps and models for making ethical behavior a reality. People learn to make ethical choices by using the system detailed by the authors. Just a few of their "nuts and bolts" steps for producing real change include the following:

• Clearly articulate behaviors that are ethically acceptable and unacceptable.
•  Use case studies to demonstrate ethical choices; to provide practice in making ethical decisions and to increase ethical sensitivity.
• Build into employee development processes an assessment of ethical conduct associated with achieving objectives.
• Make discussing in detail "how we did it" a part of there view and celebration of every major achievement.

Lattal and Clark also tell the reader in unequivocal terms that if a manager achieves results using primarily aversive control techniques, that manager is cheating the company, missing limitless opportunities, and behaving unethically, or at least amorally. An effective and ethical management system can be so rewarding that there is no need for aversive practices such as threats of negative repercussions. Such a system sets up a workplace from which positive reinforcement flows, whether or not a specific individual is present to praise or recognize performance. This type of work setting promotes a passion for continual improvement, the pleasure of cooperative teams, and the freedom to generate and express ideas.

Moments of reflection (during which we examine our personal conduct) are not optional for anyone, especially those with positions of authority. Many good people in the corporate landscape have gotten caught up in a "situational analysis" of the moment, and in retrospect, have done things they never would have done in another setting. The time has come for business leaders to realize that a moral focus will not put them in jeopardy of bankruptcy, but will instead offer the rewards of peace of mind, freedom from regret, and avoidance of shame. Ethical organizations enjoy the benefits of a good reputation, loyal employees, high morale, easier recruitment, repeat customers, goodwill in the community, and workplaces that operate more efficiently and effectively. They avoid bad publicity, fines, and legal expenses. How results are achieved is just as important as the results themselves.

In summary, this book doesn`t stop at inspiring readers to value personal ethics; it provides a framework and tools to help organizations and individuals more closely match their intentions with actions. For Christians, Ethics at Work provides useful information to help them align their daily actions with Jesus` example of living according to "It is written." Saturated with important points, gems, key ideas, and good suggestions, this book demonstrates that winning goes beyond reaching objectives in one`s business. Winning includes practicing moral integrity in every aspect of one`s life. 

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