CSO Accountability

History- Apply good business practice Ethical Framework Current state Leadership

ethics essentials
Rules: Deontological Power

Purpose : Teleos Profit

Ethos: Culture Principle Pi i l

What ought be done ?

Ethology ,
Ethos Culture Eh C l

Meanings Expectations Manners Validations Ought = Context g

Source: M. Stackhouse et al

Ethical Ubiquity All Ways. Always.

Industry Academia A d i

Rule of Law

Guidelines
Government G

RULES PURPOSE ETHOS

Religious
Citizens
NGOS

Global

UN Activists

media

symposia

internet

activist

law
academy d

NGO

media

Pharmaceutical symposia industry i d t

science
RULES PURPOSE CULTURE

medicine

Activist Patient Environment moral

Biotech industry

Governments federal internetstate local theology

Global Policy Institutions activist

philosophy

Ethical Ubiquity All Ways. Always.

mon dieu

Ethical Ubiquity All Ways. Always.

Why is CSO accountability important and for whom?

justice health environment education ed cation te puni kkiri technology Urban Group processes Bioethics Council risk analysis Business Compliance & Costs procedures bioprospecting benchmarks Public advisory metrics research systems health culture and heritage treasury research, science technology

GROUPS

O P E R A T I O N S

culture ethics bioethics global outreach & input

M I N I S T R Y / D E P A R T M E N T

c. lyons, 19 february, 2009 All Ways. Always.

Ethical Ubiquity

corporations, ngos, regulatory & policy

Who are the different stakeholders for CSO accountability? Why?

Urban Group Environmental Legal Assistance Fund. Advisory Bodies/Ministerial Committees 2004/2005 Bioethics Council. Business Compliance and Costs Group Cyanobacteria Issues Discussion Group Energy and Efficiency and Conservation gy y Authority (EECA) Environmental Legal Assistance Fund Advisory Panel Environment Risk Management Authority Freshwater Indicators Working Group Human Drinking Water Source Standard Reference Group Maori Water Reference Group (Wai Maori) New Zealand Carbon Accounting System Steering Committee Professional Development Scheme for RMA Decision-Makers Advisory Board Sustainable Development Water Programme of Action Stakeholder Reference G A ti St k h ld R f Group Urban Design Advisory Group
Ethical Ubiquity All Ways. Always.

Department of Building and Housing Department of Corrections Ministry of Economic Development Ministry of Education Ministry of Fisheries Ministry of Foreign Affairs and Trade Ministry of Health Ministry of Justice Ministry of Research, Science and Technology Ministry of Social Development Te Puni Kkiri (Ministry of Mori Development) The Treasury Department of Internal Affairs Department of Labour Department of the Prime Minister and Cabinet p Housing New Zealand Corporation Mighty River Power Ministry for the Environment Ministry of Agriculture and Forestry Ministry for Culture and Heritage

In Rural India, a Sales Force in Saris Delivers Soap, Social Change Levels of Accountability

Ethical Ubiquity All Ways. Always.

What are the main stakes and challenges for CSO accountability? Economic Turmoil Fuels Misconduct BUT ITS LEGAL!! isnt it?
Even in a growing economy, organizations facing significant turmoil* observe misconduct at increased levels of at least 11%.
Adjusted Close Prices for S&P 500 and NASDAQ Across 2008
3000 2500 2000 1500 1000 500 8/07 NASDAQ 2007 NBES Data Collected 80%

Impact of Turmoil* on Observed Misconduct

Adjusted Close Price (in Billions)

70%

67%

Observed Misconduct (%)

60%

56%

50% S&P 10/07 12/07 2/08 4/08 6/08 8/08 10/08 11/08 40% US Average US Average in Times of Turmoil

2008 Adjusted Close Dates (Months)

Colleen Lyons Ethical Ubiquity All Ways. Always.

US Averages represent data pulled as part of the Ethics Resource Centers 2007 Center s National Workplace Ethics Survey *mergers, acquisitions, transitions or restructurings

http://www.globalreporting.org/ReportingFramework/ReportingFrameworkOvervie w/

heroic leadership p
practices from a 450-year-old 450 year old company that changed the world
best
chris lowney
Ethical Ubiquity All Ways. Always.

Wisdom who leaders ARE and do

leadership is everyone all of the time (good bad) from within: who = what i do not an act, its life never complete: a process p of self-development
Leaders develop DNA

Ethical Ubiquity All Ways. Always.

wisdom who leaders are

leadership is not
transient model quick-fix instant gratification- schlocky gratification command & control franchise players situational

Ethical Ubiquity All Ways. Always.

pillars and principles

Self-evaluation g strengths, weaknesses, values, world view Confidently innovating, innovating adapting to, embracing change Energizing selves and others through heroic ambitions
Ethical Ubiquity All Ways. Always.

Strong Communication Builds Employee Trust

100% 88% 78% Percent Agreement 75% 77%

When employees are satisfied with communication from top mgmt, trust mgmt increases more than 10%

50% Satisfied with Info from Top Mgmt Trust Top Mgmt Employees Who Are Satisfied and Trust Top Mgmt**

**SeeEthical Ubiquitynotes for explanation for bar chart PowerPoint

All Ways. Always.

Observation
Bad behavior is agnostic Good governance a solid house
Windows, doors, beams, roof, foundation,lights,floors, ceilings, Happy, Happ respectable home Clean, fix, prevent, shine, polish, nurture Behave as a communitity Acceptable or not Turn off lights, remove dirty dishes, hang clothes,dust, Music, TV, guests, Manners, decorum, Manners decorum Good humor, kindness, clear rules

Impact? Next steps