References

Question 6: Organizational Integrity and Implementing an Effective Ethics Program.

These works contributed significantly to the development of the Organizational Integrity approach. Arranged by importance to the topic rather than alphabetically or chronologically, they-and other works-may be secured through this site in association with Amazon.com.

An organization is essentially communication:

• Pepper, Gerald L. Communicating in Organizations: A Cultural Approach. New York: McGraw-Hill, 1995.
• Brown, Judy. "Dialogue: Capacities and Stories." In Learning Organizations: Developing Cultures for Tomorrow's Workplace. Ed. Sarita Chawla and John Renesch. Portland: Productivity Press, 1995. 153-64.
• Bohm, David. On Dialogue. Ed. Lee Nichol. London: Routledge, 1996.
• Solomon, Robert C. Ethics and Excellence: Cooperation and Integrity in Business. New York: Oxford University Press, 1992.

Organizational Integrity and the Learning Organization: In our view, the principal characteristic of organizational integrity is the organization's capacity to meet the needs of its involved and affected stakeholder. In a dynamic environment, organizational integrity must necessarily be dynamic. Its essential skill-set, then, is the ability to learn.

• Lessem, Ronnie. Business as a Learning Community: Applying Global Concepts to Organizational Learning. London: McGraw-Hill, 1993.

Program congruence with culture: Congruence as a condition for an effective ethics program is a finding of the Ethics Integration Research Group of the Ethics Resource Fellows Program. The research has not yet been released.

A recent study and experience:

• Trevino, Linda K., et al. "Managing Ethics and Legal Compliance: What Works and What Hurts." California Management Review 41 (1999): 131-51.

Open Systems Model: This is the classic organizational performance model of Nadler and Tushman.

• Nadler, David A., and Michael L. Tushman. Competing By Design: The Power of Organizational Architecture. San Francisco: Jossey-Bass, 1997.
• Nadler, David A., et al. Organizational Architecture: Designs for Changing Organizations. San Francisco: Jossey-Bass, 1992.

Implementation: Because of its fundamental nature, implementation of an ethics program is essentially a change initiative. It is in many ways even more demanding than most organizational initiatives because organizational integrity requires taking into account the vision, values, and notions of excellence of all those involved and affected.

Prepare and plan:

• Carver, John, and Miriam Mayhew Carver. Reinventing Your Board: A Step-by-Step Guide to Implementing Policy Governance. San Francisco: Jossey-Bass, 1997.
• Carver, John. Boards That Make a Difference: A New Design for Leadership in Nonprofit and Public Organizations. San Francisco: Jossey-bass, 1997.

Align Ethics and Compliance initiatives:

• Carrison, Dan, and Rod Walsh. Semper Fi: Business Leadership the Marine Corps Way. New York: AMACOM, 1999. (Regardless of purpose, the USMC serves as an outstanding model for the organization trying to shape its organizational culture.)
• Kohn, Alfie. No Contest: The Case Against Competition. Rev. ed. Boston: Houghton Mifflin, 1992.
• ________. Punished by Rewards: The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes. Boston: Houghton Mifflin, 1993. (Argues for intrinsic value and against manipulative rewards.)
• ________. The Brighter Side of Human Nature: Altruism Empathy in Everyday Life. New York: Basic Books, 1992.
• ________. Beyond Discipline: From Compliance to Community. Alexandria, VA: Assn. for Supervision & Curriculum Development, 1996.
• Peters, Glen. Waltzing with the Raptors: A Practical Roadmap to Protecting Your Company's Reputation. New York: John Wiley & Sons, 1999. (How to respond appropriately to wrongdoing.)
• Schwartz, Peter, and Blair Gibb. When Good Companies Do Bad Things: Responsibility and Risk in an Age of Globalization. New York: John Wiley, 1999.