They have worked in many cases. In others, written ethics codes have been routinely ignored while behavior that is, at best, questionable becomes the order of the day. Written codes and value statements are necessary, but they do not ensure integrity in word and deed. They are merely the first step in a long and difficult process that moves the organization from ethics compliance toward a commitment to integrity in products, services and relationships. Only then will the inspiring values statements that hang on the wall be transformed into performance that promotes trust, mutual respect and commitment to doing what is right.
Most people know, for example, that the law dictates the speed limit.
Yet, many routinely exceed it based on habit. An organization's culture is demonstrated by its habits. Overlooking or even rewarding questionable behavior sends the message that it is condoned or even encouraged. A study done by John Delaney and Donna Sockell at Columbia University reported that 40 percent of respondents who chose to act unethically were rewarded, either explicitly or implicitly. Determine the habits that send messages about the importance of rules and standards and you will discover the aspects of the organization's culture that influence integrity.