Changing Unethical Organizational Behavior

Abstract

W A / hat are the implications of Hamlet's question in the context of organizational ethics? What does it mean to be ethical in an organizational context? Should one suffer the slings and arrows of unethical organizational behavior? Should one try to take arms against unethical behaviors and by opposing, end them? The consequences of addressing organizational ethics issues can be unpleasant. One can be punished or fired; one's career can suffer, or one can be disliked, considered an outsider. It may take courage to oppose unethical and lead ethical organizational behavior. How can one address organizational ethics issues? Paul Tillich, in his book The Courage to Be, recognized, as Hamlet did, that dire consequences can result from standing up to and opposing unethical behavior. Tillich identified two approaches: being as an individual and being as a part of a group.' In an organizational context, these two approaches can be interpreted as follows: (1) Being as an individual can mean intervening to end unethical organizational behaviors by working against others and the organizations performing the unethical behaviors; and (2) being as a part can mean leading an ethical organizational change by working with others and the organization. These approaches are not mutually exclusive; rather, depending on the individual, the organization, the relationships, and the situation, one or both of these approaches may be appropriate for addressing ethical issues. Being as an Individual