A Subject Matter Expert (SME) is writing an email message to his Project Manager (PM) criticizing his (PM’s) work.
At the same time SME blind copies (Bcc) this message to PM’s manager and his own (SME’s) manager.
PM finds out accidentally that his manager received from SME the blind copy (Bcc) of this email message with negative comments about his (PM’s) work.
Is this SME’s behaviour unethical? What does PMI Code of Ethics say about this?
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Jose Angelo PintoDirector of Projects and Programs| PRODUTECH – Association for Sustainable Production TechnologiesPorto, Portugal
Without knowing what the "Code of Ethics" says about it, I think that all Bcc are (in some way) not ethical, since someone is receiving a communication without the knowledge that the message is also being sent to someone else.
Ethics should be applied common sense.
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Randy TangcoPrincipal Problem Solver| Gatekeepers Business Consulting (IT and Project Management Consulting)Edmond, Ok, United States
It depends. If the negative comments were meant to harm the PM, I guess this is something not right. However, if the BCCed info is meant to escalate things, I think this is all right. The SME should try to speak with the PM on the issues he is having with the PM.
PMs sometimes have the tendency to be so ingrained in the details that he misses out on the big picture. I started having an "issues/concern" topic in my project review agenda. The question is how would you encourage people to speak up.
Sincerely,
Randy Saving Changes...
Jose Angelo PintoDirector of Projects and Programs| PRODUTECH – Association for Sustainable Production TechnologiesPorto, Portugal
But if you want to escalate things, you should use CC, everybody (including the PM) would know that this is the objective.
The details are important, but you have always to watch the big picture. Details only are important because they serve the main goals.
Putting people to speak is a difficult task, specially when you want them to be aligned. There are several rules for this, like defining the limits within you don not need detailed information and using good numerical control tools. (if you have bad news from the control processes, then you must go to the people and be sure that you know what's happening).
Regards,
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Richard HowProgramme Management Consultant| How Associates LtdHarthill, South Yorkshire, United Kingdom
I would say its unethical, if you have an issue with the PM and have tried resolving it with him then by all means escalate to his manager but have the decency to tell him you are doing so. I only ever use BCC for harmless copies, ie I circulate a meeting pack to snr execs and bcc their pa's to make sure the exec gets the pack and if the exec deletes the email his pa can fwd it to him without me ever knowing. I would never use BCC to hide an escalation because the PM will find out when his boss speaks to him and then you look sneaky and underhand.
just my opinion of course :-) Saving Changes...
Randy TangcoPrincipal Problem Solver| Gatekeepers Business Consulting (IT and Project Management Consulting)Edmond, Ok, United States
I agree with your position Richard. It would be sneaky. I just hope all project people has the attitude of telling you directly that something is about to be done. Most of the time, you only find out after the fact. This is where the challenge is. Saving Changes...
If the purpose of copying the mail to PM's manager is to escalate the issue, as is evident from the case, the SME should have been transparent with the PM.. By marking a blind copy, the SME is complaining against the PM behind his back, which for sure, is unethical. Saving Changes...
Jaime TaylorSenior Project Manager| Navitor Inc.Saint Peter, Mn, United States
You can only fix what you know about. This is not an effort to improve the situation. It is an effort to back channel another human. This is in no way ethical and can not be support as such. I would not tolerate it. Neither would any good leader. The remedy here has changed from whatever the original complaint was to appropriate communication and escalation methods. Next the team can focus on the original complaint. Serious time waster and a major breach of confidence and trust. These events are difficult to overcome in any project. Saving Changes...
Ashley J KnausAtmos Energy CorporationDallas, TX, United States
I am a little late to this conversation however this is the kind of behaviour I don’t understand. A true SME would have spoken directly to the PM regarding their observations and concerns. The SME's main intention should be to help the PM overcome the situation. If the PM was not responsive then the SME should have scheduled a one-on-one with PM's superior to discuss the issues and have viable suggestions to correct the situation. It appears that an email with the bc in this situation is a cop out. I would have to question the SME’s integrity, the working relationship and the PM's expertise. Saving Changes...
Mark HipwellSr. Project Manager| Jaguar Land RoverAshby De La Zouch, Leicestershire, United Kingdom
it's not really an ethical debate, it's one about effective communication. Think about it from the view of the recipient of the BCC ... what is he supposed to do about the communication that's been sent to him? It would be much more effective to forward the email to the manager after it had been sent, along with a note explaining the purpose of the communication. Saving Changes...
Jaime TaylorSenior Project Manager| Navitor Inc.Saint Peter, Mn, United States
This is a great topic! Fun to see the many interpretations and points of view. I agree with you Mark with regard to the fact that this is an issue of effective communication. Effective communication is vital to the project. Trust, honesty, openness, professionalism, responsibility are all required as well. Therefore, ethics can not be separated from this issue.
PMI provides some pretty solid guidance on the topic and has incorporated ethics and professionalism in their exams with as much as 11% of the certification exam according to the firm we use for training. There is no doubt that this is a clear training issue around both process and ethical standards.
This event should be “confronted” as PMI prefers to say. The “confronting method” (as opposed to forcing, smoothing, withdrawal or compromise) should take place as close to the event as is possible. PMI suggests that this method usually leads to permanent resolution. PMI also covers some of this in the Human Resource Management knowledge area.
I do not agree with all things PMI (shhhh don’t tell them) but I do agree with this point as it is consistent with what I find to be true in practice.
