If Shakespeare was alive today, he would probably already have penned a tragedy reflecting the lack of ethics as continuously reflected in procurement activities world-wide.
"To take or not to take -- that is the question. If I get discovered, I might suffer slings and arrows, however I might have amassed an outrageous fortune. There may be a sea of troubles it may cause, yet I can always (with lawyers) oppose and thereby end them!"
In Canada we've had to deal with the sponsorship scandal, and the media is still reporting on issues related to activities in Ottawa. In Toronto, the MFP inquiry should have resulted in a stringent approach to procurement activities, and now questions are being raised about the TTC sole source to Bombardier.
The jury is still out on the most recent issues in Ottawa, as well as the TTC, and we all must realize that there are always two sides to every story, and the one that results in the best headlines usually wins; and this doesn't always mean its the truth!
But to paraphrase Dr. Phil -- "WHAT WERE THEY THINKING!"
Perception of reputation is the reality, and continuously individuals in both government and business flirt with the ethical boundaries. As Lady MacBeth discovered, there you can't wash away the taint that results when it is perceived that ones' "hands are dirty".
Ethics is not rocket science. In most cases it is common sense. If someone is faced with an "ethical dilemma", implies that a problem exists that seems to defy a satisfactory solution. Yet most often times the dilemma is created by pressure from an outside source, and the inherent knowledge that it is not necessarily the "right" approach.
Procurement professionals need to embrace a standard that is above and beyond reproach and act as a role model within the business communities that they serve. It take courage to be willing to withstand the slings and arrows of others, who may believe that cutting a few ethical corners is "expedient". In some cases in fact it may mean that you are willing to risk your job and position -- yet always remember if you lose your job because of an ethical stance, you have not lost your reputation or your career options in the procurement field.
Most of us will inherently "know" if something crosses the ethical boundary. The best question to ask yourself however is "How would this look as a headline in the news?" Headlines are taken out of context, so "reality" is irrelevant. If the answer to this question is "not great", then you know your direction.
If Shakespeare was alive today the denouement to his ethical tragedy would end thusly...
"Alas poor Yorick, I knew him well Horatio, a fellow of most infinite jest, of most excellent fancy, but we find him here after his misbegotten journey down the slippery slope of ethics -- alone, forgotten and vilified."
"To take or not to take -- that is the question. If I get discovered, I might suffer slings and arrows, however I might have amassed an outrageous fortune. There may be a sea of troubles it may cause, yet I can always (with lawyers) oppose and thereby end them!"
In Canada we've had to deal with the sponsorship scandal, and the media is still reporting on issues related to activities in Ottawa. In Toronto, the MFP inquiry should have resulted in a stringent approach to procurement activities, and now questions are being raised about the TTC sole source to Bombardier.
The jury is still out on the most recent issues in Ottawa, as well as the TTC, and we all must realize that there are always two sides to every story, and the one that results in the best headlines usually wins; and this doesn't always mean its the truth!
But to paraphrase Dr. Phil -- "WHAT WERE THEY THINKING!"
Perception of reputation is the reality, and continuously individuals in both government and business flirt with the ethical boundaries. As Lady MacBeth discovered, there you can't wash away the taint that results when it is perceived that ones' "hands are dirty".
Ethics is not rocket science. In most cases it is common sense. If someone is faced with an "ethical dilemma", implies that a problem exists that seems to defy a satisfactory solution. Yet most often times the dilemma is created by pressure from an outside source, and the inherent knowledge that it is not necessarily the "right" approach.
Procurement professionals need to embrace a standard that is above and beyond reproach and act as a role model within the business communities that they serve. It take courage to be willing to withstand the slings and arrows of others, who may believe that cutting a few ethical corners is "expedient". In some cases in fact it may mean that you are willing to risk your job and position -- yet always remember if you lose your job because of an ethical stance, you have not lost your reputation or your career options in the procurement field.
Most of us will inherently "know" if something crosses the ethical boundary. The best question to ask yourself however is "How would this look as a headline in the news?" Headlines are taken out of context, so "reality" is irrelevant. If the answer to this question is "not great", then you know your direction.
If Shakespeare was alive today the denouement to his ethical tragedy would end thusly...
"Alas poor Yorick, I knew him well Horatio, a fellow of most infinite jest, of most excellent fancy, but we find him here after his misbegotten journey down the slippery slope of ethics -- alone, forgotten and vilified."
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