Ethics Bistro

In this fast-paced world of project delivery, where deadlines, deliverables, and decisions often dominate the agenda, there is one leadership act that costs nothing, takes seconds, and yet carries immense value: saying thank you.

I have realized the quiet but transformative power of gratitude not just in life, but especially in leadership. Too often, we assume our appreciation is understood, that our team members know they are doing a good job, or that, after all, “it’s their job.” But assumptions, no matter how well-intentioned, can create a void of recognition, and over time, that void affects morale, trust, and motivation. There have been moments when a simple “thank you” directed at me shifted my perspective, softened my approach, or reminded me of the value I was bringing often in times when I needed it most. It did not change the task, but it changed how I felt about doing it. And that made a lot of difference. As leaders, we should not underestimate this.

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.”

— William Arthur Ward

Gratitude and the PMI Code of Ethics

The PMI Code of Ethics and Professional Conduct encourages us to embody values like Respect, Fairness, Responsibility, and Honesty. Saying thank you directly reflects:

Respect – acknowledging the dignity and contributions of every team member.

Responsibility – creating a culture of recognition, not just accountability.

Fairness – ensuring people feel seen and valued, not just managed.

Expressing gratitude is not just a social nicety it is a leadership competency. It aligns with emotional intelligence, stakeholder engagement, and the human side of delivery that PMI now recognises as central to modern project management.

Research backs this too. A Harvard Business School study showed that employees who feel appreciated are more productive, engaged, and loyal. The simple act of appreciation contributes to psychological safety a key enabler of high-performing teams.

“The deepest principle in human nature is the craving to be appreciated.”

 William James, philosopher, and psychologist

So, what can we do?

• Let’s make gratitude part of our professional practice!
• Say “thank you” frequently, but genuinely.
• Recognise the small wins, not just the milestones.
• Make appreciation part of your retrospectives, meetings, and feedback loops.
• Role-model it because leadership starts with behaviour, not titles.

Gratitude builds connection, and connection builds trust. And where there is trust, there is progress.

“People work for money but go the extra mile for recognition, praise, and rewards.”

— Dale Carnegie

So, here’s to remembering that while processes and plans keep projects on track, people move them forward. And sometimes, the most powerful tool in a project manager’s toolkit is simply saying: “Thank you.” It is a small act that reflects the very heart of the PMI Code of Ethics showing respect, fostering trust, and recognising the value every individual brings to the project.

Sunday, 23rd of March 2025 – A recent segment on 60 Minutes Australia highlighted growing concerns around the ethical use of artificial intelligence (AI) in digital platforms. In the episode titled “Defiant: Former Executive Takes on Facebook” (Watch here), a former Facebook (Meta) executive raised questions about how AI systems influence content delivery and the potential consequences for individuals and society.

This conversation echoes earlier testimonies from Frances Haugen, a former employee who publicly shared concerns about how content ranking algorithms may contribute to broader societal challenges (2021, 2024). These discussions are part of an important global dialogue on the ethical design and use of AI technologies not only in social media, but across all sectors.

As AI becomes increasingly embedded in business solutions, it’s vital that organizations consider its ethical implications during project planning and delivery. To address this, the inclusion of an AI Management Plan in project management plan and governance should be adopted as  best practice to ensure ethical alignment, regulatory compliance, and responsible innovation.

AI systems are driven by algorithms and data both of which can reflect the limitations and biases of their sources. When ethical considerations are not built into the design and deployment of AI, the technology can inadvertently reinforce inequalities or deliver unintended outcomes. This risk is amplified in high-impact areas such as recruitment, finance, law enforcement, and content moderation.

In recent years, several public examples have highlighted the complexities involved. For instance, facial recognition systems have led to wrongful arrests, particularly in the United States. One notable case involved Robert Williams ( https://www.abc.net.au/news/science/2023-11-01/ai-facial-recognition-robert-williams-crime-prison/103032148), who was wrongfully arrested in Detroit due to a false facial recognition match.

In the hiring domain, Amazon discontinued an AI recruiting tool  after it was found to show bias against female applicants (Reuters Article).

These examples underline the importance of proactively managing AI-related risks within the project lifecycle. The broader public discussion around AI use highlighted by media programs and individual testimonies shows that innovation must be balanced with responsibility. AI has the potential to deliver significant benefits, but only when developed and deployed with care and Ethics at the forefront. This can be achieved by embedding an AI Management Plan into project delivery, then organizations can demonstrate a commitment to ethical practice and risk mitigation. This proactive approach not only ensures compliance but also enhances transparency and trust in the solutions being delivered. In an era where AI is rapidly evolving, taking a structured, ethical approach isn’t just good practice it’s becoming essential. Building trust in AI starts with responsible project delivery, and that starts with planning for ethics from day one.

Question?

What are your thoughts on including an AI Management Plan as part of project delivery? What key sections or considerations do you believe should be included to ensure ethical and responsible AI implementation?

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ProjectManagement.com - Ethics Bistro

Introduction
In the digital age, the ease of sharing resources has revolutionized education and collaboration. However, this convenience has also blurred the lines between ethical sharing and piracy. The unauthorized distribution of copyrighted materials raises significant ethical and legal concerns, challenging individuals and organizations to navigate this gray area responsibly. This essay explores the ethical implications of intellectual property theft, citing recent lawsuits, analyzing the issues through ethical frameworks, and proposing solutions aligned with the PMI Code of Ethics and Professional Conduct (CoE&PC) and the Ethical Decision-Making Framework (EDMF).

Recent Lawsuits on Intellectual Property Theft
Recent cases highlight the growing prevalence of intellectual property theft. For instance, Canadian media organizations filed a lawsuit against OpenAI, alleging that the company unlawfully scraped copyrighted data to train its AI models. Similarly, a British Columbia artist initiated a class-action lawsuit against OpenAI and Microsoft for reproducing copyrighted works without permission. These cases underscore the tension between innovation and the protection of intellectual property rights.

Ethical Analysis of the Issues
From an ethical perspective, the unauthorized sharing of copyrighted materials violates the core values of responsibility, respect, and fairness outlined in the PMI CoE&PC. Responsibility entails adhering to legal and ethical standards, while respect emphasizes honoring the rights of content creators. Fairness requires equitable treatment of all stakeholders, including those who invest time and resources in creating intellectual property.

Clauses Infracted by Intellectual Property Theft
In cases of intellectual property theft, several clauses of the PMI CoE&PC are often violated. For example, the principle of honesty is compromised when individuals or organizations use copyrighted materials without proper attribution or permission. Additionally, the principle of respect is breached when the intellectual property rights of creators are disregarded.

Remedies and Workarounds per CoE&PC and EDMF
To address these issues, the CoE&PC and EDMF provide valuable guidance. Remedies include:
1. Education and Awareness: Organizations should educate employees and users about copyright laws and ethical practices.
2. Policy Implementation: Establishing clear policies on the use of copyrighted materials can prevent unintentional violations.
3. Collaboration with Rights Holders: Engaging with content creators to obtain permissions or licenses fosters mutual respect and compliance.

Proposed Solution
A comprehensive solution involves a multi-faceted approach:
- Technological Measures: Implementing digital rights management (DRM) systems to protect copyrighted materials.
- Ethical Training: Incorporating ethics training into organizational programs to reinforce the importance of intellectual property rights.
- Transparent Practices: Encouraging transparency in the use and distribution of materials to build trust and accountability.

Corrective Actions
To rectify instances of intellectual property theft, organizations should:
1. Conduct thorough investigations to identify the root cause of violations.
2. Take corrective measures, such as removing unauthorized content and compensating rights holders.
3. Review and update policies to prevent future occurrences.

Closing Summary
In conclusion, the ethical challenges posed by the sharing of copyrighted materials demand a balanced approach that respects intellectual property rights while promoting accessibility and innovation. By adhering to the PMI CoE&PC and EDMF, individuals and organizations can navigate these complexities responsibly. Let us commit to fostering a culture of ethical awareness and accountability, ensuring that our actions align with the highest standards of integrity.  

Call to Action
How would you, as an ethical project practitioner, act when facing this piracy issue? Does the situation happen to you? Are there any other lessons learnt and remedies to which you can relate? The PMI Ethics Insight Team likes to bring this timely topic for a healthy deliberation.

References: 

Mach, J. (2024, December 2). Media companies’ lawsuit against OpenAI latest in growing number of challenges to AI data scraping. canadianlawyermag.com. https://www.canadianlawyermag.com/practice-areas/intellectual-property/media-companies-lawsuit-against-openai-latest-in-growing-number-of-challenges-to-ai-data-scraping/390113

Project Management Institute. (n.d.). Code of Ethics and Professional Conduct. pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/code-values-card.pdf

Project Management Institute. (2011). PMI Ethical Decision-Making Framework(EDMF). pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/ethical-decision-making-framework.pdf

"Legality draws the line we must not cross; ethics raises the bar we strive to reach."

In project management, success hinges on timelines, budgets, and deliverables. Yet, beneath these metrics lies a deeper principle: ethics. As practitioners, we are trained not just to follow the law but to do "what is right." This distinction—between legality and morality—shapes our decisions, builds trust, and defines our legacy.

Legal vs. Ethical Standards

Legality sets the baseline: contracts met, regulations followed. It is the minimum standard. Ethics, however, pushes us further. A project might be legally sound yet ethically flawed—say, exploiting a contract loophole to cut safety costs. The law might permit it, but "what is right" demands we reject it. This mindset is not optional; it is ingrained through certifications like PMI’s Code of Ethics and Professional Conduct (CoEPC), which emphasizes Responsibility, Respect, Fairness and  Honesty.

The Ethical Foundation

Our training instils a moral compass. It is the instinct to challenge a decision that harms stakeholders or the courage to prioritize sustainability over profit, even when laws do not require it. This is not about rule-following—it is about anticipating consequences and acting with integrity. A project manager who opts for greener practices beyond legal mandates is not just ethical; they are visionary, fostering innovation and goodwill.

Why Ethics Trumps Legality

Focusing on "what is right" is not altruism—it is practical. Projects are ecosystems of people and relationships. A legally compliant but ethically weak project might succeed short-term but falter in trust or reputation. Conversely, ethical choices—like fair labour practices or transparency—build loyalty and resilience. Clients remember integrity; teams thrive under it. Ethics does not just elevate outcomes; it sustains them.

The Real-World Balancing Act

Reality complicates this ideal. Tight deadlines and budgets test our resolve. Do you delay a project to fix an ethical issue, risking stakeholder ire? Do you push a team harder to meet a moral goal, risking burnout? These trade-offs demand balance. Ethical project managers lean on transparency—engaging stakeholders, explaining dilemmas, and finding collaborative fixes. This keeps projects on track without compromising principles.

The Ripple Effect

Ethical decisions ripple outward. Rejecting a bribe sets a standard. Prioritizing community impact over profit inspires trust. These choices, often subtle, shape cultures and industries. They prove project managers are not just taskmasters—we are stewards of progress. PMI’s Ethical Decision-Making Framework (EDMF) is a great tool to refer.

Conclusion: Ethics as Our Guide

Our indoctrination to "do what is right" elevates project management from execution to purpose. Legality is the guardrail; ethics is the compass. It ensures our work does not just meet deadlines but leaves a positive mark. In a field of constant change, this commitment to integrity anchors us, turning projects into legacies worth building.

Question

Have you come across projects that have proved to be more Ethical beyond Legal?  Please share your thoughts and insights!

The January 9, 2025, Bloomberg article titled "The New $30,000 Side Hustle: Making Jobs Referrals for Strangers" by Jo Constantz highlights a disturbing ethical issue and discusses the emerging trend of technology workers earning significant sums by referring job candidates they have never met. This underground marketplace for employment referrals has gained traction at major U.S. companies like Microsoft and Nvidia. Platforms like Refer Me and Refermarket allow job seekers to anonymously request referrals from verified employees, with some tech workers earning up to $30,000 in referral bonuses over 18 months. While this practice can improve hiring odds, it raises ethical concerns as it often violates company policies that require personal knowledge of candidates.

Examining the ethical issue using PMI’s Code of Ethics and Professional Conduct as Ethical Decision-Making Framework, I, as an astute member of the Ethics Insight Team, draw these lessons learned and propose remedies for considerations.

Comments and Lessons Learned:

1. Responsibility: Employees must recognize their responsibility to uphold company policies and ensure that referrals are based on genuine knowledge of the candidate's qualifications. This practice not only maintains the integrity of the hiring process but also ensures that the referred candidates are truly fit for the roles.
2. Respect: Respect for the hiring process and the candidates is crucial. Referring strangers without proper vetting can lead to mismatches and wasted resources for both the company and the candidates. Respecting the process ensures that all parties involved are treated fairly and professionally.
3. Fairness: The practice of selling referrals can create an unfair advantage for those who can afford to pay for them, undermining the principle of equal opportunity. Companies should strive to create a level playing field where all candidates are evaluated based on their merits and qualifications.
4. Honesty: Honesty is paramount in the referral process. Employees should provide truthful and accurate information about the candidates they refer. Misrepresenting a candidate's qualifications can damage the company's reputation and lead to poor hiring decisions.

Remedy: To address these ethical concerns, companies should reinforce their referral policies and provide clear guidelines on acceptable practices. Regular training on the corporate/internal on similar Code of Ethics and Professional Conduct Policy and or Procedures can help employees understand the importance of responsibility, respect, fairness, and honesty in the hiring process. Additionally, implementing stricter monitoring and enforcement mechanisms can deter unethical referral practices and ensure a more transparent and equitable hiring process.

How would you, as an ethical project practitioner, act when a stranger offers monetary incentives and seeks your referrals? Does the situation happen to you? Are there any other lessons learnt and remedies to which you can relate? The PMI Ethics Insight Team likes to bring this timely topic for a healthy deliberation.

References:

Constantz, J. (2025, January 9). How to Get a Job Referral from a Stranger. Bloomberg.com. https://www.bloomberg.com/news/articles/2025-01-09/how-employee-referrals-for-tech-jobs-became-a-side-hustle

Project Management Institute. (n.d.). Code of Ethics and Professional Conduct. pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/code-values-card.pdf

Project Management Institute. (2011). PMI Ethical Decision-Making Framework (EDMF). pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/ethical-decision-making-framework.pdf