Implementing and communicating an organizational code of ethics

Code of Ethics

Description of Code and Links with the Organization

The code of ethics underpins everything else. Its values are embedded in some of the most important documents for the organization, such as the vision and mission statements. The code of ethics is less about ethics, and more about behavior, so it has a lot of influence over how people interact with each other; that is the main focus of the code. The subject matter of the code -- mentorship, diversity, respect and learning, are universal values, and we should guide our behaviors in accordance with those principles.

The mission statement is in some ways a rewording of the code of ethics, which highlights how important the code of ethics is to the organization. Mentorship, respect, diversity and learning are all key elements of the mission statement, and they are all underpinned by the philosophies that are embedded in the code. Because so much of the code consists of actionable items, the organization is equipped to use the code of ethics in governing behavior. As such, it is important that the code of ethics, along with the mission statement, are effectively communicated throughout the organization

Launching the Code

In any established organization, it is necessary to formally launch a code of ethics. Kaptein and Wempe (1998) note that organizations already have an embedded code of ethics in their organizations, on the basis of organizational policy and culture. The motivation for a written code is mainly to remedy the insufficiencies of the implicit code (Ibid). In some cases, an implicit code can lack clarity, and have inherent contradictions. Developing an explicit code helps to remedy this. However, because the organization is already functioning with an implicit code, there will need to be a process of reconciliation with the new and old codes. The new code will need to be supported by senior management

The code will need to be supported by senior management, and then communicated frequently. Multiple media should be used -- it should be communicated both in writing and verbally, and frequently referenced by management at all levels. If there are known inconsistencies between the new code of ethics and the existing organizational culture, then management has to be honest about this, because those are the areas that will require the greatest effort to explain the code, how things change, and what that means for expected norms of behavior. A strong focus on the message through repetition, explanation and preferably through other icons of effective communication - slogans, acronyms and buzzwords -- can prove effective to bring about change in behaviors in a short period of time (Goodman & Truss, 2004).

The code should also have its champions, throughout the organization. These are people who believe strongly in the code and its value to the organization. They are the people who have been tasked with identifying and overcoming any resistance. Ultimately, people are creatures of habit and any change imposed from an external source can take an adjustment period, even a positive change. It is necessary that there are people within the organization who understand the code thoroughly, can help people to see its value, and can be there to help overcome pockets of resistance or overcome specific implementation issues that might arise.

Enforcing the code

The first thing to remember about this code, looking at the items it contains, is that this code is positive-oriented. It is not a code of ethics that says "don't do this, don't do that." As such, this is a code that benefits from a positive approach to enforcement. You want people to value the code, and to live by it. It should be embedded into the organizational culture. As such, a system where there are rewards for some of its tenets would be valuable. Something such as rewarding people who excel at mentorship, divisions that not only incorporate a high level of diversity successfully would be one place to start. But it is also important that these things are built into job descriptions, and that people are evaluated on aspects of the code of ethics. That creates financial and career incentives not just to follow the code, but to uphold it and promote it as an essential component of the organization (Mayhew, 2016).

This does not mean that there should be no negative reinforcement. Certain aspects of the code are quite serious in nature and a violation would be disastrous. In particular, the code governs attitudes and behaviors about diversity. By law, there are issues with discrimination, so the company should have some prescribed punishments for those who veer anywhere near a grey area -- most such issues end up settled out of court, or in civil court, and therefore can expose the company to a high level of financial risk. Even something like respect is important -- there need to be clear guidelines on what constitutes respectful behavior, and clear guidelines as to the consequences of not demonstrating such behavior.

Evaluating Effectiveness

There are two points at which the effectiveness of the code should be evaluated. First, there needs to be a way to gauge how well the code has been adopted after its launch. This is important because it tells the organization when it should relax on the communication of the code. Some of this can be done during the training process, where the training staff evaluate people at the time. If some follow-up evaluation is done, that will also be valuable. The people who were designated as champions of the code can be surveyed, for example, for their perceptions of how well the code has been adopted, what issues still remain, and what prescriptive actions might yet need to take place (Dean, 1992).

If there are revisions that seem to be required on the basis of this feedback, this can go back to the leaders of the organization and the people who originally built the code. There may be an opportunity for employee input here as well. Understanding what may or may not be working in the code will provide a great opportunity for leadership to enhance the code by adding to it, by clarifying key issues, and or simply as a means of remedying faults that might exist in the code.