Читать книгу Applied Mergers and Acquisitions - Robert F. Bruner - Страница 36

The sound approach builds upon a mentality of commitment or mindfulness. One’s objective as a team or enterprise leader should be to create a culture of integrity that promotes reflection and discussion. Many firms introduce such a culture with a program of seminars and training in ethical reasoning. Companies such as Sun Microsystems, Boeing, United Technologies, and Johnson & Johnson have launched comprehensive ethics training programs for executives. A reporter noted, “Most corporations have long had codes of conduct and have publicized them in employee handbooks and elsewhere. But now, [one expert] said, they are ‘looking to create ethical athletes out of their managers’ who are capable of navigating the gray areas.”¹⁸ Part of leadership should be to make ethical issues a legitimate point of discussion in both informal and formal ways within the working group.

A leader can stimulate reflection through informal discussion of ethical developments (e.g., indictments, convictions, civil lawsuits) in the industry or profession or of ethical issues that the team may be facing. This kind of discussion (without preaching) signals that it is on the leader’s mind and is a legitimate focus of discussion. One executive regularly raises issues such as these informally over lunch and morning coffee. Leaders believe ethical matters are important enough to be the focus of team discussions.