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integrity.pptx
- 1. INTEGRITY
- 8. INTEGRITY - LATIN INTEGER AN INTEGER (FROM THE LATIN INTEGER) MEANING wHOLE - WHOLE NUMBERS ntegr ty -mean ng
- 9. elements of ntegr ty coMPLETE/WHOLE - PARTS & WHOLE CoNSISTENT - PREDICTABLE & RELIABLE CLEAR - PURE & TRANSPARENT CAPABLE CONDITION - STRUCTURALLY UNBROKEN & FUNCTIONALLY UNIMPAIRED COHERENT - SELF-INTEGRATION & HARMONY, ONE IN BELIEF-WORD-DEED CORE COMMITMENT - TO CAUSES BIGGER & OTHER THAN SELF
- 10. ntegr ty vs hypocr sy
- 11. An alternat ve v ew to ntegr ty1 SINCERITY - COMMITMENT TO CONVICTION ETHICALITY - CODE OF CONDUCT, GUIDELINES OF ORGANIZATIONS/PROFESSIONAL ASSOCIATIONS LEGALITY - THE LAW ENFORCED BY GOVT OR ITS BRANCHES MORALITY - AGREED UP ON SOCIETAL VALUES INTEGRITY - A STATE OR CONDITION OF BEING
- 12. v ew ntegr ty as 1 OBJECTIVE STATE OR CONDITION POSITIVE STATE VS NORMATIVE STATE (WHAT IS VS WHAT OUGHT TO BE) BEING WHOLE, COMPLETE, UNBROKEN, UNIMPAIRED, SOUND PERFECT CONDITION INTEGRITY -> WORKABILITY -> PERFORMANCE
- 13. Jo nt ntegr ty THE SOUNDNESS OF THE ANATOMICAL AND KINEMATIC PROPERTIES OF A JOINT. JOINT INTEGRITY CAN BE DIMINISHED BY ANATOMICAL, CONGENITAL, INFECTIOUS, PATHOLOGICAL, OR TRAUMATIC PROCESSES.
- 15. Consc ence an o r g a n of ntegr ty Conscience
- 16. Consc ence moral compass CONSCIENCE/- THE SEAT OF MORAL THINKING AND KNOWLEDGE MORAL COMPASS, INNER VOICE GREEK - SYNEIDESIS - CO-KNOWLEDGE, KNOWING WITH INNATE & UNIVERSAL; RIGHT/WRONG SIGNAL CONSCIENCE - CAN BE AFFECTED BY BUT NOT A PRODUCT OF ENVMT, TRAINING, EDUCATION, RELIGION, CULTURE ETC
- 17. dimens ons of ntegr ty TO BE WHOLE AND COMPLETE DESIGN -> IMPLEMENTATION OF DESIGN -> USE FOR THE INTENDED PURPOSE NO MISSING PART OR EXTRANEOUS/ UNNECESSARY PARTS THE INTEGRITY-PERFORMANCE PARADOX
- 20. the case f o r ntegr ty IT IS ILLUSIVE WITHOUT IT NOTHING WORKS THE DEGREE OF CORRUPTION & CRISIS WE SEE IT APPLIES TO EVERYTHING IN LIFE - OBJECTS, SYSTEMS, PERSON, ORGANIZATIONS AND SOCIETY
- 21. ntegr ty doma ns PERSONAL PROFESSIONAL ORGANIZATIONAL PUBLIC
- 22. Challenges of ntegr ty DEFENSIVE REASONING HUMAN BEINGS ARE CONSISTENTLY INCONSISTENT CONTRADICTION B/N THEORIES PROFESSED VS THEORIES-IN-USE
- 23. erroneous th nk ng3 Everyoneelseis doingit. W evealwaysdoneit. This is the way this business works. If wedont doit, somebody elsewill. Nobodyshurt byit. It doesnt matter howit gets done,aslong asit gets done. It works, soletsnot asktoomanyquestions. Noonesgoingtonotice. Itslegal, but . . . Itstooexpensive, or It takestoomuchtime
- 24. you are your words1 INTEGRITY IS COMPLETE AND WHOLE HARMONY OF ONES VALUES WITH ONES DEED YOUR WORD IS THE LINK BETWEEN YOUR VALUE & DEED INTEGRITY THEREFORE IS KEEPING ONES WORD WHAT IF YOU CANT KEEP YOUR WORD? KEEPING YOUR WORD VS. HONORING YOUR WORD
- 25. Honor ng your word 1 TO YOURSELF - SELF INTEGRATION I WILL HONOR MY WORD THE FOUNDATION OF INTEGRITY TO OTHERS KEEPING YOUR WORD IF YOU CANT KEEP IT HONOR YOUR WORD & ACCEPT THE CONSEQUENCE, CLEAR THE MESS
- 26. promot ng ntegr ty2 profess onal & o r g a n zat onal
- 27. promot ng openness OPEN CULTURE MUCH DIFFICULT - MANAGEMENT VS SHOP FLOOR, MID LEVELS PROACTIVE LEADERS WHISTLE BLOWING CONFIDENTIAL ROUT TO REPORTING FAIR AND CONSISTENT POLICY OPEN FOR ALL
- 28. support ng Eth cal dec s on mak ng CODE OF CONDUCT TRAINING ADVISE
- 29. manag ng ncent ves REWARDS POSITIVE EFFECT INADEQUATELY USED DISCIPLINES NEGATIVE EFFECT - WRONG USE FAIR, TRANSPARENT & CONSISTENT
- 30. sett ng the tone TONE FROM THE TOP INTEGRITY BEGETS INTEGRITY DETERMINES THE OUT COME OF ALL STEPS LIST OF VALUES SUCCINCT, PRACTICAL & REGULARLY COMMUNICATED WITH STAFF INTEGRATED WITH STRATEGY MONITORING
- 31. setting the tone tone from to p List of values managing incentive s rewards discipline promoting openness open culture whistle blowing supporting Ethical decision making training code of conduct advise monitoring
- 32. the leaders role MONITORING - INTEGRITY IS A MOUNTAIN WITHOUT A TOP AND CORRUPTION IS AN ICEBERG WITHOUT A BOTTOM LEADING BY EXAMPLE, WALK THE TALK, PRACTICE WHAT YOU PREACH THE LEADERS WORD IS WORTH THE ORGANIZATION.
- 33. IN SUMMARY
- 34. REFERENCES 1.INTEGERITY: A POSITIVE MODEL THAT INCORPORATES THE NORMATIVE PHENOMENA OF MORALITY, ETHICS AND LEGALITY, W.H. ERHARD, MICHAEL JENSEN, STEVE ZAFFRON, FEB 2016 2.REAL INTEGRITY; PRACTICAL SOLUTIONS FOR ORGANISATIONS SEEKING TO PROMOTE AND ENCOURAGE INTEGRITY, JIM BAXTER, JAMES DEMPSEY, CHRIS MEGONE AND JONGSEOK LEE, UNIVERSITY OF LEEDS, 2012 4. HTTPS://VIMEO.COM/64381958 - A LECTURE ON POSITIVE MODEL OF INTEGRITY BY DR MICHAEL JENSEN (EXCELLENT VIDEO)