Semănătorul (The Sower)
September 2023, Volume 4, Number 1
CREATING AN ORGANISATION ETHIC FROM THE GROUND UP
PHILIP MCCORMACK
ABSRTACT
When an organization produces and issues its code of ethics, often specific to the needs of that particular organization or institution, it frequently contains a brief introduction from the Chief Executive, Chairman or within the military, a Service Chief. This is a top-down exercise. Very good reasons why this should be so can be easily imagined. In some instances, the “brand” of the organization will be inextricably linked with the professional behavior of its people. In others, the conduct of its personnel outside of the workplace might affect public perception of the “brand.” It is difficult to see how it could be possible to produce an organization ethic without the explicit endorsement by the senior management of any organization or institution. This article will maintain that there may, however, be a serious problem with a “top-down” approach in the 21st century. Frequently, there are two implied assumptions in these policies: firstly, that personnel within an organization/ institution will understand the ethical language used; secondly, that the shared, societal frameworks necessary for ethical concepts to be understood are known, recognized and accepted. This article challenges the validity of these assumptions. It contends that ethical language has become fragmented, and that an organizational ethic must begin from the ground up by beginning with first principles. The genesis of creating an organizational ethic from the ground up comes from the work the author did as the British Army’s lead on ethics.
KEY WORDS: postmodern, individual, ethics, organization, rights