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The most difficult situation that I experienced was when a company he worked submitted a proposal for a government organization and an employee appeared saying that he would help in the negotiation and contract award since received 10% of the business value as commission for his "advice".
Solution: Despite be a big contract, we decided gave up from participating in the negotiation of this contract in order to not engage in an unethical and criminal attitude.
The image and reputation of our company was at risk, and how we could not report for lack of evidence, decided that the best alternative was to withdraw from the process.
Any illegal activities that PMI has been strongly prohibited. It might be positive for getting project but it is unethical. Practically we face a lot difficulties during project implementation i.e. stakeholder not interested about product what we developed according to approved requirement docs but they have high influence in the project.
--- Motivation or describe significant of product description that how much influence will impose on his organization or in broad level (society/ country).
--- Legal action against those people who always think in negative sense.
'Respect' & 'Fairness' ending up in pursuing opportunities
Thank you Karthik for provoking my thoughts in the ethics area. While I am unsure if the experience I am about to share was my "toughest ethical challenge," as you have asked, it certainly was an example of where doing the right thing proved (yet again) to be the best approach. I run a project management consulting company. When a long-term client displayed an ethical lapse, I told them it violated my standards and would cause the loss of my support to their business. Instead of firing me, they changed their behavior and increased the scope of work with my consulting company.
My toughest ethical challenge: About seven years ago, I was working as a SAP consultant, I'm expert in SD module.
We are in a kickoff meeting and the project manager showed a presentation with different photos of the team with they expertise. I was presented as a SME in SD, LE, MM, CS and PP. (If you don't understand the terminology isn't important, the topic here is that you can see that I was presented as an expert in subjects that I didn't have any idea)
How to manage it? During the kickoff meeting with more than 50 stakeholders, and didn’t say anything.
After the meeting I tried to confront with my PM, his answer: Now you are the expert, if you don’t have any idea try to learn before the unit test.
I was freaking out, now with the years and experience I know that this behavior is not allowed, not only by the PMI also for the company that I was working when this situation happened.
Sometimes the inexperience make us don’t said anything when we are in front of this kind of situations.
It was indeed a very ethical AND wise decision that you and your team tool. After all, one small unethical act can lead to another, and very soon, everyone may be sliding down a dangerous slippery slope!
I hope you will continue to contribute your knowledge for the benefit of our vibrant community here on projectmanagement.com!
It will be great if you can share a tough ethical challenge you faced in your projects, and how you handled it.
Your leadership of the Ethics MAG plus your PMI Global Congress sessions and your several contributions on this site including webinars are a true inspiration to everyone to spread the good word about Ethics in Project Management.
Keep smiling, keep shining, and keep leading!
I can well understand the tough situation you were put in with the Project Manager claiming that you were a subject matter expert in five areas!
This action by the project manager was indeed unethical, failing the mandatory requirements of the "Honesty" value in our PMI Code of Ethics and Professional Conduct.
I hope you will continue to enrich our vibrant community through sharing of experiences!
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