GUIDELINES TO NRDC feb 24 2014

Chapter Summary, ContinuedKey points (continued)Topic Summary PageBad rules Disregard of outdated or unenforceable rules invites contempt for 10-6authority and leads to casual treatment of all rules. The remedy isnot to ignore bad rules but to eliminate them.Rationalizing People justify unethical behavior by rationalizing:10-7x Thought it was OK and wouldn't harm anyone.x Did what was best for organization, and they expected it.Protectingcore valuesBehave ethically in all situations. Set standards and uphold them.Leaders must be standard bearers, or unethical behavior will10-7ConfrontingunethicalbehaviorPressure toproduceresultsEthicaldilemmasGuidelinesStandards ofconductpervade the organization.x Set the example--build your own pocket of excellence.x Confront unethical behavior--don't be a part of the problem.x Report violations.Avoid the unethical choice of doing nothing.People may be pressured to produce results. Stems from--x False assumptions about what's expected.x Vague or conflicting organizational goals.x Mixed signals implying approval.x Unstated preferences of superiors.Some leaders pressure people to act unethically through slogans orexhortations such as do more with less or make it happen!Occurs when two deeply held values clash. Make the choice thatseeks the highest moral good.When facing an ethical dilemma, follow these guidelines:x Laws, orders, regulations. x Personal values.x Basic national values. x Institutional pressures.x Traditional Military values.Don't try to solve tough ethical problems by yourself. Consultlocal experts such as an inspector general.10-710-810-910-9and10-1010-12The publiceyeReportingviolationsYou serve in the public eye:x Mere appearance of wrongdoing invites suspicion.x Actions may be ethical, but others may perceive them differently.x Actions acceptable elsewhere invite censure in government.Address to the organization’s chain of command to report anyviolation.10-1210-12NRDC GRC – Staff Handbook 10-13