Originally posted 18 Nov 19
Here is an excerpt:
The informal aspects of an ethical culture are pretty intuitive. These include role models and heroes, norms, rituals, stories, and language. “The systems can be aligned to support ethical behavior (or unethical behavior),” Eury and Treviño write, “and the systems can be misaligned in a way that sends mixed messages, for instance, the organization’s code of conduct promotes one set of behaviors, but the organization’s norms encourage another set of behaviors.” Although Smeal hasn’t completely rid itself of unethical norms, it has fostered new ethical ones, like encouraging teachers to discuss the school’s honor code on the first day of class. Rituals can also serve as friendly reminders about the community’s values—during finals week, for example, the honor and integrity program organizes complimentary coffee breaks, and corporate sponsors support ethics case competitions. Eury and Treviño also write how one powerful story has taken hold at Smeal, about a time when the college’s MBA program, after it implemented the honor code, rejected nearly 50 applicants for plagiarism, and on the leadership integrity essay, no less. (Smeal was one of the first business schools to use plagiarism-detection software in its admissions program.)
Given the inherently high turnover rate at a school—and a diverse student population—it’s a constant challenge to get the community’s newcomers to aspire to meet Smeal’s honor and integrity standards. Since there’s no stopping students from graduating, Eury and Treviño stress the importance of having someone like Smeal’s honor and integrity director—someone who, at least part-time, focuses on fostering an ethical culture. “After the first leadership integrity director stepped down from her role, the college did not fill her position for a few years in part because of a coming change in deans,” Eury and Treviño write. The new Dean eventually hired an honor and integrity director who served in her role for 3-and-a-half years, but, after she accepted a new role in the college, the business school took close to 8 months to fill the role again. “In between each of these leadership changes, the community continued to change and grow, and without someone constantly ‘tending to the ethical culture garden,’ as we like to say, the ‘weeds’ will begin to grow,” Eury and Treviño write. Having an honor and integrity director makes an “important symbolic statement about the college’s commitment to tending the culture but it also makes a more substantive contribution to doing so.”
The info is here.