The news story of the month, all but knocking swine flu off the headlines, has been MPs' misuse of the expenses system. After the first couple of exposés, it quickly became tedious.
A couple of days later, avid TV viewers may have been a tad bemused to see an ad for Blackpool, sexing it up by dint of playing on its similarities to Paris (they both have wrought iron towers, and ...er, that's it) and having a pretty French girl tell us, in French, how much she loves living there.
And last, but by no means least, well-known ex-soldier and fibber, Bear Grylls - he of the wilderness luxury hotel stays - is elected Chief Scout. Oddly, of the three, this is the most galling, perhaps because we expect better of an organisation based on honour.
When did it become ok to lie? And under what circumstances, if any, is it excusable? We've all heard of the white lie, but cheating on your expenses is theft - whether or not you return the money. And misrepresenting something, somewhere or someone is every bit as dishonest.
With several generations now presumably convinced that lying is a sure-fire means of reaching the top, how are employers to ensure a culture of honesty and mutual trust?
Comments (3)
Posted by Ron Eldridge | May 19, 2009 4:20 PM
Most organisations’ processes are built on the principles that people are dishonest! Just look at the tools used to recruit, for instance randomised ability tests that, in the suppliers’ words, “help to reduce cheating”. “We check your test scores and your personal details”, subtext ... because you are all liars! “You must get this signed off by a director”, subtext you couldn’t possibly be trusted to act in the interests of the organisation. Maybe, just maybe, by treating people like grown-ups and genuinely trusting them to do the right thing, organisations will find that most people are honest, hard working and want to do a good job. Maybe it’s time to shift from assuming the worst to assuming the best.
Posted on May 19, 2009 16:20
Posted by Laurel Edmunds | May 22, 2009 10:39 AM
Dishonesty is commonplace as the above examples show. In fact one well known outcome measure in research is ‘do employees think it is acceptable to take stationery home?’ And a lot do. There is an old saying: people learn what they live. If the culture is accepting of dishonesty, then why shouldn’t people/employees do what everyone else does? So we must then consider whether it is a lack of individual honesty or the workplace culture which drives dishonesty in this instance. As with many aspects of working, if employers are honest and open, employees are more likely to follow.
Posted on May 22, 2009 10:39
Posted by Alwyn Welch | May 22, 2009 10:42 AM
There will always be a few people who think it’s okay to be dishonest. However, it’s impossible to check the details of every CV submitted, or each claim made on an expenses form. Over-checking, auditing and regulation lead to incredibly slow and bureaucratic businesses, and lots of wasted resources.
Good judgement is key to honesty. Learning what’s right and wrong develops over time, and is shaped by examples set by senior colleagues, the team you work with, and your own management experience.
Those who lack judgement often lack the experience of both being properly managed and of managing others. A sense of right and wrong, irrespective of the rules, has never developed.
It’s important for businesses to make it clear dishonesty is not tolerated in the company. You need trust to work effectively, and trust requires honesty!
Posted on May 22, 2009 10:42