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Thanks Gretta for this topic that is so contemporary. 80% of the world in the last two years has been in the throes of these situations where ethical challenges have lurked around.
Project managers are central to the ethical behavior of the team. While the project work and deliverables are important, binding them with a ring of ethics is crucial to bring the value of those deliverables for the project. Regardless of the leadership styles of the project manager, upholding ethical values should be mandatory.
For those who would like to check, resources related to PMI and ethics are available at the following link
The competition to these five stated values is "raw power". Some find that the application of raw power provides for immediate success in achieving your goals - lots of examples in human history. Yet is has been shown that in the longer term raw power fails. This is true both from a political perspective and in management, including the management of projects. Early in my career I tended to believe that authority and power where the way to go - "I had the answers and the team should acknowledge my superiority and follow". I very quickly found out that this didn't work so well. I may win the day but invariably loose the battle. I chalk that attitude up to youthful exuberance.
With maturity and experience I found that the basic values listed are the key to success, that power comes from respect and trust achieved through honesty, fairness, transparency and integrity - although I find that integrity includes the first three values.
So, when you see the listed values as the 'right-thing-to-do' also see it as the selfish thing to do - you will become more successful and powerful.
The dilemma is that often we are faced with opposite values. For example, showing initiative can often conflict with collaboration. In the list you provided, I can see situations where honesty or transparency would run counter to trust or fairness.
The trick, of course, is in balancing all those values against each other in order to satisfy our employer, our profession and ourselves.
By the way, this is not something you need to do to navigate through this transition period. This is something you need to do to navigate through life.
This is what it is. Those human values are always required. Employers will find tools and techniques to make sure that their employees are doing the right things. It takes time but is unavoidable.
Core Values must be always present in our performance as professionals not only in habitual face-to-face work mode but also in the new reality of working in remote/virtual manner. Perhaps this new way of working has launched our creativity to get the same good results in the execution of projects, but always applying the principles of fairness, integrity, transparency, and honesty.
The "problem" is thinking that this way of working is transitional or it is about the pandemic. People like me are working in this manner from long time ago including it there is no way to connect except for a phone bridge. And no matter that, myself and other deliver projects working with highly virtual distributed around the world teams. The pandemic just accelerate something that was there. So, it is not a transition, it is a reality that was accelerate thanks the pandemic. About what you state as values nothing new because it is the same if you are working remote or not. Just thinks like trust becomes more critical. But again, nothing new. Time ago I worked as a leader to implement "Speed of Trust" (Steven Covey method) because things like that are key success factor to gain into agility by implementing agile approach.
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