Transcript PROFESSION - National Society of Professional Engineers

PROFESSIONAL ETHICS
AND LEADERSHIP FOR
ENGINEERS
BY
MUMTAZ A. USMEN, PH.D, PE
PROFESSOR AND CHAIRMAN
DEPARTMENT OF CIVIL AND ENVIRONMENTAL
ENGINEERING
WAYNE STATE UNIVERSITY
DETROIT, MICHIGAN, USA
PROFESSION
THE PURSUIT OF A LEARNED ART IN
THE SPIRIT OF PUBLIC SERVICE
PROFESSIONALS:
•DOCTORS
•PHARMACISTS
•LAWYERS
•DESIGNERS
•ARCHITECTS
•ENGINEERS
•TEACHERS/PROFESSORS
ATTRIBUTES OF A PROFESSION
• MUST SATISFY AN INDISPENSIBLE AND
BENEFICAL SOCIAL NEED
• ITS WORK MUST REQUIRE THE EXERCISE
OF DISCRETION AND JUDGEMENT, AND NOT
BE SUBJECT TO STANDARDIZATION
• ITS ACTIVITIES ARE CONDUCTED UPON A
HIGH INTELLECTUAL PLANE
– ITS KNOWLEDGE AND SKILLS ARE DISTINCTIVE ,
AND ARE NOT COMMON POSSESSIONS OF THE
GENERAL PUBLIC
– THERE IS A SYSTEMATIC BODY OF THEORY,
USUALLY ACQUIRED BY ACADEMIC TRAINING
• THERE EXIST COMMUNITY SANCTIONS, SUCH AS
ACCREDITATION OF CURRICULA AND
REGISTRATION / PROFESSIONAL LICENSURE
REQUIREMENTS, TO PROTECT THE PUBLIC
• ITS PRACTICE IS GOVERNED BY RULES OF
CONDUCT (CODES OF ETHICS) TO RECOGNIZE
OBLIGATIONS TO SOCIETY AND OTHER
PRACTIONERS
• MUST HAVE GROUP CONSCIOUSNESS FOR THE
PROMOTION OF TECHNICAL KNOWLEDGE AND
PROFESSIONAL IDEALS FOR RENDERING SOCIAL
SERVICE (MEMBERSHIP IN PROFESSIONAL
SOCIETIES)
SKILLS FOR ENGINEERS
(AFTER NSF FOUNDATION COALITION)
•COMPUTATIONAL
•DESIGN
•MODELING
•PROBLEM SOLVING
•LIFE-LONG LEARNING
•PROJECT MANAGEMENT
•TEAMWORK
•TIME MANAGEMENT
•ORAL
•WRITTEN
•GRAPHICAL
•INTERACTIVE/LISTENING
ETHICAL / SOCIETAL
• ETHICS & PROFESSIONAL
RESPONSIBILITY
• SOCIAL IMPACT ASSESSMENT
• CONTEMPORARY ISSUES
AFFECTING ENGINEERING
SOFT
SOFT
PROFESSIONAL
COMMUNICATION
SOFT
HARD
TECHNICAL
ETHICS
• THE DISCIPLINE DEALING WITH WHAT IS GOOD AND
BAD,AND WITH MORAL DUTY AND OBLIGATION
• A SET OF ACCEPTED MORAL PRINCIPLES AND
VALUES ABOUT WHAT OUGHT TO BE
• A THEORY OR SYSTEM OF MORAL PRINCIPLES
GOVERNING THE APPROPRIATE CONDUCT FOR AN
INDIVIDUAL OR GROUP
• A CODE OF MORALITY
MORALITY
• A SET OF ACCEPTED STANDARDS OR RULES
ABOUT WHAT CONSTITUTES RIGHT OR WRONG
CONDUCT
• JUDGEMENT PRINCIPLES OF RIGHT OR WRONG IN
RELATION TO HUMAN ACTION OR CHARACTER
CONDUCT OR BEHAVIOR
• THE WAY A PERSON RESPONDS TO A SET OF
CONDITIONS/CIRCUMSTANCES
CODES OF ETHICS FOR ENGINEERS
• NSPE-NATIONAL SOCIETY OF PROFESSIONAL
ENGINEERS (U.S)
PREAMBLE: ENGINEERING IS AN IMPORTANT AND
LEARNED PROFESSION. THE MEMBERS OF THE
PROFESSION RECOGNIZE THAT THEIR WORK HAS A
DIRECT AND VITAL IMPACT ON THE QUALITY OF LIFE
FOR ALL PEOPLE. ACCORDINGLY , THE SERVICES
PROVIDED BY ENGINEERS REQUIRE HONESTY,
IMPARTIALITY, FAIRNESS AND EQUITY, AND MUST BE
DEDICATED TO THE PROTECTION OF THE PUBLIC
HEALTH, SAFETY AND WELFARE. IN THE PRACTICE
OF THEIR PROFESSION, ENGINEERS MUST
PERFORM UNDER A STANDARD OF PROFESSIONAL
BEHAVIOR WHICH REQUIRES ADHERENCE TO THE
HIGHEST PRINCIPLES OF ETHICAL CONDUCT ON
BEHALF OF THE PUBLIC, CLIENTS, EMPLOYERS AND
THE PROFESSION.
AMERICAN SOCIETY OF CIVIL
ENGINEERS
•
ASCE CODE OF ETHICS :
FUNDAMENTAL PRINCIPLES
1. USING THEIR KNOWLEDGE AND SKILL FOR THE
ENHANCEMENT OF HUMAN WELFARE;
2. BEING HONEST AND IMPARTIAL AND SERVING WITH
FIDELITY THE PUBLIC, THEIR EMPLOYERS AND
CLIENTS;
3. STRIVING TO INCREASE THE COMPETENCE AND
PRESTIGE OF THE ENGINEERING PROFESSION;
AND
4. SUPPORTING THE PROFESSIONAL AND TECHNICAL
SOCIETIES OF THEIR DISCIPLINES.
FUNDAMENTAL CANONS
- ENGINEERS SHALL HOLD PARAMOUNT THE
SAFETY, HEALTH AND WELFARE OF THE PUBLIC IN
THE PERFORMANCE OF THEIR PROFESSIONAL
DUTIES.
- ENGINEERS SHALL PERFORM SERVICCES ONLY IN
REAS OF THEIR COMPETENCE.
- ENGINEERS SHALL ISSUE PUBLIC STATEMENTS
ONLY IN AN OBJECTIVE AND TRUTHFUL MANNER.
- ENGINEERS SHALL ACT IN PROFESSIONAL
MATTERS FOR EACH EMPLOYER OR CLIENT AS
FAITHFUL AGENTS OR TRUSTEES, AND SHALL
AVOID CONFLICTS OF INTEREST.
- ENGINEERS SHALL BUILD THEIR PROFESSIONAL
REPUTATION ON THE MERIT OF THEIR SERVICES
AND SHALL NOT COMPETE UNFAIRLY WITH
OTHERS.
5. ENGINEERS SHALL ACT IN SUCH A MANNER AS TO
UPHOLD AND ENHANCE THE HONOR, INTEGRITY,
AND DIGNITY OF THE ENGINEERING PROFESSION.
6. ENGINEERS SHALL CONTINUE THEIR
PROFESSIONAL DEVELOPMENT THROUGHOUT
THEIR CAREERS,AND SHALL PROVIDE
OPPORTUNITIES FOR THE PROFESSIONAL
DEVELOPMENT OF THOSE ENGINEERS UNDER
THEIR SUPERVISION.
WHY ETHICS CODES?
• COLLECTIVE RECOGNITION OF THE
RESPONSIBILITIES OF THE INDIVIDUAL
PRACTIONERS
• GUIDE OR REMINDER WITH RESPECT TO
BEHAVIOR IN SPECIFIC SITUATIONS
• SUPPORT FOR ENFORCEMENT PROCEDURES OF
PROFESSIONAL SOCIETIES OR LICENSING
AGENCIES
• “ EXCUSE “ FOR THE ETHICAL BEHAVIOR WHEN
THERE ARE COUNTERVAILING PRESSURES TO
MEET A DEADLINE, CUT COSTS, COVER UP A
BLUNDER, MAKE A SALE, etc.
HOW ETHICAL IS THE GLOBAL A/E/C
INDUSTRY?
• ACCORDING TO A RECENT FMI (U.S) SURVEY:
– 84% OF THE RESPONDENT SAID THEY HAVE
OBSERVED UNETHICAL CONDUCT OF SOME
SORT DURING THE PAST YEAR
EXAMPLES: BID SHOPPING
CHANGE ORDER GAMES
PAYMENT GAMES
UNRELIABLE VENDORS
CLAIMS GAMES
FINDING SOLUTIONS
• TO MINIMIZE THE CHANCES OF UNETHICAL ( OR
ILLEGAL) BEHAVIOR IN THE CONSTRUCTION
INDUSTRY,FMI SURVEY REPORT SUGGESTED:
─ MORE REGULATIONS AND STIFFER PENALITIES
─ AN INDUSTRY- WIDE CODE OF ETHICS
─ MORE COMPANIES ADOPTING ETHICS
PROGRAMS AND CODES ( CURRENTLY 30% HAVE
FORMAL PROGRAMS; 40% HAVE NONE. )
─ MORE EMPHASIS ON SOCIAL RESPONSIBILITY
( IN DEALING WITH OTHER COMPANIES AND THE
PUBLIC )
─ CONSIDERING ETHICAL ISSUES IN STRATEGIC
PLANNING
─ MORE TRAINING
COST OF UNETHICAL ACTS
AND CORRUPTION
• FMI REPORT INDICATES THAT A GREAT MAJORITY
OF THE SURVEY RESPONDENTS ( 91%) THINK
ETHICS IS OF UTMOST / IMPORTANCE ; ABOUT HALF
( 48%) ARE SERIOUSLY RESERVED ABOUT DOING
BUSINESS WITH UNETHICAL COMPANIES.
• UNETHICAL ACTS ARE COMMITTED BECAUSE
PERSONS THINK IT WILL EXPEDIATE PROGRESS
AND MAKE THE PERSON OR COMPANY MONEY. THE
GOOD OF THE ENTIRE INDUSTRY IS NOT
CONSIDERED. HOWEVER, THESE SHORT-TERM
GAINS COME AT A HEAVY COST.
• 61% OF THE SURVEY PARTICIPANTS
BELIEVE THAT THE INDUSTRY IS “
TAINTED “ BY UNETHICAL ACTS ; 74%
SAY TRUST IS DIMINISHED BETWEEN
CONTRACTUAL PARTIES.
• THE FMI REPORT ESTIMATES THAT
BETWEEN 5,000 AND 50,000 DOLLARS (
U.S ) ARE LOST OR NOT ACCOUNTED
FOR UNETHICAL TRANSACTIONS FOR
EVERY MILLION DOLLAR OF PROJECT
EXPENDITURE ( IN THE U.S )
• ACCORDING TO TRANSPARENCY
INTERNATIONAL , 300 BILLION DOLLARS
ANNUALLY ARE LOST TO CORRUPTION
WORLD-WIDE, DIRECTLY OR INDIRECTLY
ENDING UP IN THE POCKETS OF CORRUPT
OFFICIALS OR COMPANIES. (10% OF TOTAL
PROJECT EXPENDITURES)
• FURTHER, IT LEAVES ORDINARY PEOPLE
WITHOUT ESSENTIAL SERVICES
( MEDICINE, SANITATION, HOUSING ). IN
SHORT, CORRUPTION COSTS LIVES.
ETHICS AND LEADERSHIP
• MANY IN THE A/E/C INDUSTRY BELIEVE THAT
BEYOND TRAINING, TOP MANAGEMENT / COMPANY
LEADERSHIP MUST SERVE AS A ROLE MODEL AND
GUIDE TO IMPROVE ETHICAL STANDING AND
PROFILE OF THE COMPANY .
• UNETHICAL ACTS CAN SIGNAL A FAILURE OF
MANAGEMENT “ TO KNOW HOW TO GET THE JOB
DONE THE RIGHT WAY ”.
• LEADERSHIP IS A “CHARACTER” ISSUE.
• ACCORDING TO MIKE P.KANE, MANAGER OF FMI’S
LEADERSHIP GROUP, COMPETENT LEADERS WITH
NOBLE CHARACTERS WILL ACT ETHICALLY.
High
BELL-SHOULZ CHARACTER /
COMPETENCE GRID
NOBLE AND COMPETENT
( IDEAL )
CHARACTER
NOBLE, BUT INEPT
( FLASH IN PAN )
COMPETENT BUT CORRUPT
( PLAGUE OF INDUSTRY )
Low
INEPT AND CORRUPT
( ROAD KILL )
Low
COMPETENCE
High
LEADERSHIP ATTRIBUTES
• ACCORDING TO A RECENT SURVEY OF TOPLEVEL CORPORATE OFFICIALS, THE TOP 14
ATTRIBUTES OF SUPERIOR LEADERS ARE :
− HONEST
– SUPPORTIVE
− COMPETENT
– COURAGEOUS
− FORWARD LOOKING
− INSPIRING
– CARING
− INTELLIGENT
– COOPERATIVE
− FAIR-MINDED
− BROAD-MINDED
– MATURE
− STRAIGHT FORWARD
− DEPENDABLE
THE 7 HABITS OF HIGHLY
EFFECTIVE PEOPLERESTORING THE
CHARACTER ETHIC
th
(+ THE 8 HABIT)
By Stephen R. Covey
THE 7 HABITS OVERVIEW
• PARADIGMS AND PRINCIPLES
– PERSONALITY vs. CHARACTER ETHIC
– PARADIGM AND PARADIGM SHIFT
– PRINCIPLE-CENTERED PARADIGMS
• HABITS (OF EFECTIVENESS)
– “HABIT” DEFINED - Intersection of knowledge, skills and
desire
– “EFFECTIVENESS” DEFINED - The “P/PC balance”
paradigm (The goose that laid the golden egg.)
• PRIVATE VICTORY
– PROACTIVE BEHAVIOUR
• STIMULUS AND RESPONSE
• CIRCLE OF CONCERN / CIRCLE OF INFLUENCE
– PRINCIPLES OF PERSONAL LEADERSHIP
• LEADERSHIP AND MANAGEMENT
• VISION ( PERSONAL AND ORGANIZATIONAL)
– PRINCIPLES OF PERSONAL MANAGEMENT
• THE TIME MANAGEMENT MATRIX
• DELEGATION / EMPOWERMENT
• TRUST
• PUBLIC VICTORY
– PARADIGM OF INTERDEPENDENCE
• EMOTIONAL BANK ACCOUNT
– PRINCIPLES OF INTERPERSONAL
LEADERSHIP
• WIN/WIN PARADIGM OF HUMAN INTERACTION
• WIN/LOSE AND LOSE/LOSE PARADIGMS
– PRINCIPLES OF EMPHATIC
COMMUNICATION
• EMPHATIC LISTENING
• UNDERSTANDING OTHERS
– PRINCIPLES OF CREATIVE COOPERATION
• SYNERGY AND TEAMWORK
• COMMUNICATIONS
• VALUING DIFFERENCES
– “PRINCIPLES OF BALANCED SELFRENEWAL
• “SHARPENING THE SAW”
• PHYSICAL, SPIRITUAL, MENTAL,
SOCIAL/EMOTIONAL DIMENSIONS
• CONTINUOUS IMPROVEMENT (UPWARD
SPIRAL)
THE
TH
8
HABIT
• FIND YOUR VOICE, AND INSPIRE
OTHERS TO FIND THEIRS
• ESSENTIAL FOR MOVING FROM
EFFECTIVENESS TO GREATNESS.
Contact Information
Mumtaz A. Usmen, PhD, PE
Professor and Chair
Department of Civil and Env. Engrg.
Wayne State University
Detroit, MI 48202
(313) 577-3789 ; FAX (313) 577-3881
Email :[email protected]