Ethics Bistro

A recent Ethics Bistro blog (Yeung, 2024) titled “Upholding Ethics in Professional Development: Lessons from EY and Meta” raises fresh perspectives in the realm of professional development and continuing education (for project practitioners and other professionals) and the associated ethical issues in two named organizations, as elaborated in the Inc. magazine (Lynch, 2024).

A follow-up article by Benjamin Broomfield (2024) provided an alternate perspective from several EY employees, who were not involved in the cheating incident, on the alleged unethical behaviours with additional context and background.

Several former EY employees fired for completing multiple online training courses simultaneously during the "Ignite Learning Week" in May 2024 have criticized the company's decision, arguing that their behavior was not unethical. EY terminated dozens of employees after an investigation revealed they had attended different training sessions at the same time, which EY deemed as cheating the system. The employees contended that they were encouraged to attend as many sessions as possible and were not informed that multitasking was against company policy.

The training programs, which required employees to achieve 40 professional education credits annually, included sessions like 'Conversing with AI, one prompt at a time' and 'How strong is your digital brand in the marketplace?' EY's decision to fire the employees was based on a perceived violation of its code of conduct, emphasizing integrity and ethics.

EY has a history of educational cheating scandals, with a significant incident in 2022 where the company paid over $100 million to the US Securities and Exchange Commission for sharing answers during professional tests. This led to a pledge to enforce stricter disciplinary measures and emphasize compliance and integrity.

In response to the backlash, EY has revised its communication around future training sessions, clearly stating that employees are expected to complete their training with integrity and not multitask. The controversy also highlighted a broader issue within EY's work culture, characterized by high workloads and internal competition, which some employees claim encouraged multitasking. The company's approach to handling the disciplinary actions has faced criticism from current and former employees, who suggested alternative sanctions like reducing bonuses or delaying promotions.

In summary, this incident has brought renewed scrutiny to EY's intense work culture and raised questions about the effectiveness of its training and ethical standards already in place.

In closing, what is your view on the employees’ positions? And on the employer’s updated policies and procedures to remedy the unethical behaviours? What would you do to act ethically? I love to hear your perspective and exchange lessons learnt.

Sources:

PMI. (2024). PMI Code of Ethics and Professional Conduct. pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf

Yeung, M. (2024, November 1). Upholding Ethics in Professional Development: Lessons from EY and Meta. Projectmanagement.com. https://www.projectmanagement.com/blog-post/77594/upholding-ethics-in-professional-development--lessons-from-ey-and-meta

Lynch, S. (2024, October 23). EY and Meta Fired Workers for Stretching the Rules: What Would You Do? Inc.com. https://www.inc.com/sarahlynch/ey-and-meta-fired-workers-for-stretching-the-rules-what-would-you-do/90993704

Benjamin, B. (2024, October 23). 'Just cruel' | Fired EY employees hit back after losing jobs for watching multiple training videos at once. Hrgrapevine.com. https://www.hrgrapevine.com/us/content/article/2024-10-23-fired-ey-employees-hit-back-after-losing-jobs-for-watching-multiple-training-videos-at-once.

Ever found yourself in a situation where you witnessed unethical behavior by a covered individual (PMI Member, PMI Volunteer, PMI Credential holder, or Certification applicant) and wondered what to do next? Filing a complaint can be daunting, but it's an important step to maintain integrity in our professional community. Here's a straightforward guide to help you file a good Ethics complaint.

Find the Right Motivation

First things first, why do you want to file this complaint? Is it because you're upset and want revenge, or because you genuinely want to stop unethical behavior? The latter is the right reason. Filing a complaint takes courage as complaints cannot be anonymous.

Keep Perspective

Remember, filing a complaint is just about reporting what you saw. The Ethics Review Committee will investigate the facts and take action if needed. You're not accusing anyone; you're just sharing your observations.

Focus on Facts

This is crucial. Your complaint needs to be backed up with fact-based evidence. Strong supporting documents are essential for building a compelling and persuasive case. These documents should be specific, relevant, and verifiable, providing concrete proof of the ethical violation. Examples include emails, violation-related documents, records to point out the violation, and witness statements. Take screenshots with dates and times, as digital information can be altered or deleted, especially after the Respondent is notified about the complaint. Collect sufficient evidence to support your observation and keep it organized. It is critical to collect the evidence at the time a complaint is filed.

Refer to the Code of Ethics

A “good” complaint should refer to the Code of Ethics and Professional Conduct paragraph believed to be violated. This will help you gather the right evidence. Remember, you can't file complaints against aspirational standards, only mandatory ones.

Be Concise

Keep your complaint focused and to the point. Avoid adding unnecessary documents. A well-organized, concise complaint is much easier to review. If you have a lot of documents, provide an overview and sort them in chronological order.

Include Witnesses

In some cases, it can be very helpful to include witnesses. Especially in "word against word" situations, witnesses can provide additional perspectives that support your complaint.

Follow-up and closure

It's crucial to monitor the proceedings closely, answer the questions received, and attend the hearing, as this will provide a better opportunity to understand the complaint.

Act for the Greater Good

The Vision and Purpose section of the Code of Ethics and Professional Conduct starts with the sentence: “As practitioners of project management, we are committed to doing what is right and honorable. We set high standards for ourselves and aspire to meet these standards in all aspects of our lives-at work, at home, and in service to our profession.”

Walk the Talk

Follow the Code of Ethics and Professional Conduct:

2.3.2: “We report unethical or illegal conduct to appropriate management and, if necessary, to those affected by the conduct”

2.3.3: “We bring violations of this Code to the attention of the appropriate body for resolution”

2.3.4 “We only file ethics complaints when they are substantiated by facts”

Let's work together to uphold the highest standards in project management!

What recommendations can you give to make ethics complaints better?

An emerging hot topic that is making waves in the corporate world: ethics in professional development. Inspired by Sarah Lynch's recent article in Inc. Magazine, "EY and Meta Fired Workers for Stretching the Rules: What Would You Do?", let's discuss why maintaining ethics is not just a necessity but a cornerstone of our profession.

The Importance of Continuous Learning

First, let's talk about why continuous education is crucial for project managers. After passing the PMP exam and earning that coveted PMP certification, it's mandatory to earn a minimum of 60 PDUs over your three-year CCR cycle to keep your certification active. Sounds like a lot, right? It might be tempting to cut corners, like running multiple video instances at once to meet the requirements. However, let me be clear: this behavior is unethical and a direct violation of the PMI Code of Ethics and Professional Conduct.

The PMI Code of Ethics and Professional Conduct

The PMI Code of Ethics and Professional Conduct is our professional compass, emphasizing four core elements: Responsibility, Respect, Fairness, and Honesty. These aren't just fancy words; they are the mandatory behaviors that ensure we maintain the integrity and trustworthiness of our profession.

The Temptation to Cut Corners

In today's fast-paced world, the pressure to meet professional development requirements can be overwhelming. Sarah Lynch's article highlighted how employees at EY and Meta faced termination for stretching company rules. At EY, for instance, employees attended multiple training sessions simultaneously—a clear breach of ethical standards. This kind of behavior not only devalues the training but also tarnishes the individual's commitment to their professional growth.

Consequences of Unethical Behavior

Let's not kid ourselves—the consequences of unethical actions are severe. EY, for example, took strict disciplinary action, including termination, to uphold its core values of integrity and ethics. This serves as a stark reminder: even seemingly minor unethical behavior can lead to significant repercussions.

Upholding Ethical Standards

So, how do we uphold ethical standards? It's simple: by fully engaging in all professional development activities with integrity. Watching pre-recorded videos for ethical webinars? Do it with the intent to learn and grow, not just to check a box. Embracing this mindset ensures we genuinely benefit from our education and uphold the PMI standards.

Real-Life Reflections

Consider this: if you're tempted to skip steps or take shortcuts, pause and reflect on the PMI principles. Responsibility requires us to take ownership of our actions. Respect means valuing the learning process and those who provide it. Fairness involves giving equal importance to all facets of our professional development. Honesty is about being truthful in our endeavors, no matter how small they seem.

Conclusion

Ethical behavior in professional development is about more than just meeting requirements—it's about embodying the values of our profession. By committing to honest and responsible learning practices, we can ensure we're truly benefiting from our education and upholding the highest standards of the PMI.

Is the penalty too harsh and too lax? How do you ensure you adhere to ethical standards in your professional development? I'd love to hear both sides of your story.

Sources:

PMI. (2024). PMI Code of Ethics and Professional Conduct. pmi.org. https://www.pmi.org/-/media/pmi/documents/public/pdf/ethics/pmi-code-of-ethics.pdf

Lynch, S. (2024, October 23). EY and Meta Fired Workers for Stretching the Rules: What Would You Do? Inc.com. https://www.inc.com/sarahlynch/ey-and-meta-fired-workers-for-stretching-the-rules-what-would-you-do/90993704

In project management, while we focus heavily on timelines, budgets, and deliverables, there’s another vital factor that often goes unnoticed: ethics. Making ethical decisions isn’t always straightforward, particularly when faced with real-world pressures. The Project Management Institute’s (PMI) Ethical Decision-Making Framework (EDMF) is a tool designed to assist project managers in tackling these dilemmas, offering a structured path through the complexities of professional life. Yet, beyond the framework and guidelines, ethical decisions are rooted in something far more personal: our values, emotions, and relationships.

The PMI’s EDMF provides five core steps to navigate ethical challenges: Assess, Consider, Analyze, Apply, and Evaluate. While these offer a clear process, the real strength of the framework comes to life when combined with the human touch. Let’s delve into what this looks like in practice.

Ethical Decisions Are Deeply Personal

Consider a situation where you’re managing a project under intense pressure to meet a looming deadline. A senior manager suggests cutting a few quality checks to save time. On an ethical level, you recognize that this isn’t the right course of action, but rejecting the suggestion could lead to strained relationships and project delays. Here, human emotions—like the fear of conflict or the desire to avoid disappointing others—can cloud judgment.

This is where the PMI framework proves its value. It prompts you to pause, reflect, and assess the situation more objectively. By doing so, you can recognize the long-term implications of compromising on quality. Ethical decision-making in this scenario isn’t merely about adhering to rules; it’s about maintaining integrity and trust, both now and in the future.

Empathy Plays a Vital Role in Ethics

As project managers, we’re not just responsible for tasks but for leading people. Many ethical dilemmas don’t simply arise from rule-breaking but from human conflict. Take the example of a team member who is repeatedly missing deadlines due to personal struggles. A straightforward response might be to reprimand them, but empathy encourages a deeper understanding of their situation.

The PMI framework urges you to analyze the situation not only from the perspective of the project’s needs but also with consideration for the individual. Balancing professional standards with empathy isn’t about lowering expectations—it’s about ensuring that both the team’s success and the individual’s well-being are taken into account.

Ethical Leadership Demands Courage

It often takes courage to stand firm in the face of ethical challenges. Making the right decision doesn’t always align with what’s easiest. For example, imagine you’re asked to approve a vendor who doesn’t meet ethical standards simply because they offer the lowest price. Refusing to comply could upset higher-ups, but proceeding would compromise the integrity of the project.

The PMI framework supports ethical courage, encouraging project managers to take action with integrity, even when it feels risky. Upholding ethical standards might not always be popular, but it’s essential for long-term success and trust.

Reflecting on Decisions with a Human Lens

Finally, the framework’s evaluation phase encourages reflection on both the immediate and long-term effects of your decisions. It’s not just about refining your processes; it’s about personal growth and the impact on the people you lead. How did your decisions shape the team’s dynamic? Did they reinforce a culture of integrity?

In the end, PMI’s Ethical Decision-Making Framework is more than just a procedural tool—it’s a guide that, when combined with empathy, courage, and integrity, helps us navigate the complex, human side of project management.

Have you faced any ethical dilemmas in your project management career? How did you navigate the decision-making process? Let’s discuss it here at Ethics Bistro!

Reference:

PMI Ethical Decision-Making Framework

“Fairness is not an attitude. It's a professional skill that must be developed and exercised – Brit Hume”

In the dynamic world of project management, maintaining fairness and avoiding favoritism and prejudice are crucial for fostering a productive and harmonious work environment. These ethical challenges can significantly impact team morale, project outcomes, and the overall success of an organization. Let’s delve into how fairness, favoritism, and prejudice play out in project management and explore strategies to address these issues effectively.

1. The Importance of Fairness

• Impartial Decision-Making: Fairness in project management involves making decisions impartially and objectively. This means evaluating team members based on their skills, performance, and contributions rather than personal biases or relationships.
• Equal Opportunities: Providing equal opportunities for all team members to participate, contribute, and grow is essential. This includes fair distribution of tasks, recognition, and rewards.

2. The Detrimental Effects of Favoritism

• Resentment and Demotivation: Favoritism can lead to resentment among team members who feel overlooked or undervalued. This can result in decreased motivation and productivity.
• Unbalanced Workload: When certain individuals are favored, it can lead to an unbalanced workload, where some team members are overburdened while others have less to do. This imbalance can affect the overall efficiency of the project.

3. Addressing Prejudice in the Workplace

• Awareness and Training: Raising awareness about unconscious biases and providing training on diversity and inclusion can help mitigate prejudice. This ensures that all team members are treated with respect and fairness.
• Inclusive Culture: Promoting an inclusive culture where diverse perspectives are valued and encouraged can help reduce prejudice. This involves actively listening to and considering the viewpoints of all team members.

4. Strategies for Promoting Fairness

• Transparent Processes: Implementing transparent processes for decision-making, task allocation, and performance evaluation can help ensure fairness. Clear criteria and open communication are key to maintaining transparency.
• Regular Feedback: Providing regular and constructive feedback helps team members understand their strengths and areas for improvement. This fosters a culture of continuous learning and development.

5. Creating a Positive Work Environment

• Recognition and Appreciation: Recognizing and appreciating the efforts and achievements of all team members fosters a positive work environment. This helps build trust and encourages everyone to contribute their best.
• Conflict Resolution: Addressing conflicts promptly and fairly is crucial. Ensuring that all parties are heard and that resolutions are based on facts rather than biases helps maintain a harmonious team dynamic.

Conclusion

Fairness, favoritism, and prejudice are critical issues in project management that can significantly impact team dynamics and project success. By promoting fairness, addressing favoritism, and mitigating prejudice, project managers can create a more inclusive, productive, and positive work environment. This not only enhances team morale but also drives better project outcomes.

Question:

What are your experiences with fairness, favoritism, and prejudice in project management? How have you addressed these challenges in your projects? Share your thoughts and insights!