Comments on: Does Transparency Lead To More Ethical Behavior? http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html Welcome To Shrinkonia. Sun, 13 May 2012 19:09:52 +0000 hourly 1 http://wordpress.org/?v=3.3.2 By: Jenni Salizzoni http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1262 Jenni Salizzoni Wed, 29 Dec 2010 17:52:51 +0000 http://blog.softwareprojects.org/?p=1294#comment-1262 Nice share. I really adore your blog. :) Nice share. I really adore your blog. :)

]]> By: Project Management At Work » Blog Archive » Weekly project management news roundup: The project manager’s ethical dilemma; Integrity in project management; Dealing with corruption, and other interesting posts http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1261 Project Management At Work » Blog Archive » Weekly project management news roundup: The project manager’s ethical dilemma; Integrity in project management; Dealing with corruption, and other interesting posts Fri, 29 Oct 2010 21:38:26 +0000 http://blog.softwareprojects.org/?p=1294#comment-1261 [...] “Does Transparency Lead to More Ethical Behavior?” - Bas de Baar - Project Shrink Blog We are working with people from all over the world. Globalization goes together together with an increase in transparency of reputations. The Internet introduced deadly transparency. The flattened and connected world makes sure reputations spread faster than you can say “Slartibartfast”. Click here to continue reading [...] [...] “Does Transparency Lead to More Ethical Behavior?” – Bas de Baar – Project Shrink Blog We are working with people from all over the world. Globalization goes together together with an increase in transparency of reputations. The Internet introduced deadly transparency. The flattened and connected world makes sure reputations spread faster than you can say “Slartibartfast”. Click here to continue reading [...]

]]> By: Bas http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1260 Bas Tue, 14 Apr 2009 09:32:22 +0000 http://blog.softwareprojects.org/?p=1294#comment-1260 Hi Antonio, that sounds very interesting. Do you know some article online that I can check out to read about what you describe? That would be much appreciated. Hi Antonio, that sounds very interesting. Do you know some article online that I can check out to read about what you describe? That would be much appreciated.

]]> By: Antonio http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1259 Antonio Mon, 13 Apr 2009 11:23:14 +0000 http://blog.softwareprojects.org/?p=1294#comment-1259 Hi Bas! I'm in Transparency International - Philippines's anti-corruption advocacy. As early as 1987 I published in the World Executive Digest that both corporate and bureaucratic corruption can be prevented because it is like fire. It depends on three interdependent vaiables,namely Attraction (due to a temptation of High Gain at Low Risk), Rationalization (due to a battery of alibis,half-truths & plain lies based on distorted moral values) and Occasion (due to High Descritionary powers at Low Transparency).Without one variable it cannot happen.So increasing the transparency of corporate & government transactions will indeed result to lesser opportunity for corruption. Reinforcing it with a culture intolerant of corruption will certainly lead to a more ethical behavior. I have seen it work both in the private business and public government organizations for the last twenty years. Hi Bas! I’m in Transparency International – Philippines’s anti-corruption advocacy. As early as 1987 I published in the World Executive Digest that both corporate and bureaucratic corruption can be prevented because it is like fire. It depends on three interdependent vaiables,namely Attraction (due to a temptation of High Gain at Low Risk), Rationalization (due to a battery of alibis,half-truths & plain lies based on distorted moral values) and Occasion (due to High Descritionary powers at Low Transparency).Without one variable it cannot happen.So increasing the transparency of corporate & government transactions will indeed result to lesser opportunity for corruption. Reinforcing it with a culture intolerant of corruption will certainly lead to a more ethical behavior. I have seen it work both in the private business and public government organizations for the last twenty years.

]]> By: Bas de Baar http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1258 Bas de Baar Fri, 03 Apr 2009 09:06:32 +0000 http://blog.softwareprojects.org/?p=1294#comment-1258 Thanks for the great resource Andrew! Yes I know things are a little more complex :) I plan to address free rider problem and agency problem too and this are fabulous additions. Thanks again. Thanks for the great resource Andrew! Yes I know things are a little more complex :) I plan to address free rider problem and agency problem too and this are fabulous additions. Thanks again.

]]> By: Bas de Baar http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1257 Bas de Baar Fri, 03 Apr 2009 09:04:50 +0000 http://blog.softwareprojects.org/?p=1294#comment-1257 Hi Pawel, I understand your point. I think there are mutiple levels of trust, or different kinds of trust. (I am not sure how to call it). I have worked multiple times with people i have never met face-2-face but have earned my "trust" by consistent good work over a longer period of time e.g. I would not give them my credit card number though.<br><br>I have never met someone from Amazon, but I do trust their site with my ccard info.<br><br>I know it's not all the same, but that is a small direction of my line of thought.<br><br>I agree that my most intense trust-relations are with people I physically have met. Hi Pawel, I understand your point. I think there are mutiple levels of trust, or different kinds of trust. (I am not sure how to call it). I have worked multiple times with people i have never met face-2-face but have earned my “trust” by consistent good work over a longer period of time e.g. I would not give them my credit card number though.

I have never met someone from Amazon, but I do trust their site with my ccard info.

I know it's not all the same, but that is a small direction of my line of thought.

I agree that my most intense trust-relations are with people I physically have met.

]]> By: Andrew Sparks http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1256 Andrew Sparks Thu, 02 Apr 2009 14:50:42 +0000 http://blog.softwareprojects.org/?p=1294#comment-1256 A bit on the simplistic side. <br><br><p>In one of my latest MIT newsletters (free subscription of course!) a great piece on testing assumptions.<strong>The Importance of Testing Assumptions</strong></p><br><br><p>Behavioral economist <a href="http://www.fuqua.duke.edu/faculty_research/faculty_directory/ariely/" rel="nofollow">Dan Ariely</a>'s talk from the <a href="http://www.ted.com/" rel="nofollow">TED conference </a>last month was recently posted online. In his talk, Ariely (who wrote the best-selling <a href="http://www.predictablyirrational.com/" rel="nofollow">Predictably Irrational</a>) addresses, through his own experience, a topic that is also quite relevant for innovators in an uncertain environment: <a href="http://sloanreview.mit.edu/improvisations/2009/03/18/the-importance-of-testing-assumptions/" rel="nofollow">the importance of testing assumptions through experiments. </a></p><br><br><p>He also makes some great comments on cheating.</p><br><br><ul><br> <li>Everyone cheats, a little. But only to a point where it does not challenge their self image of being a “good” person</li><br><br> <li>People start cheating (more) when a member of their in-group blatantly cheats</li><br><br> <li>People stop cheating when a member of an out-group blatantly cheats  </li><br><br> <li>People cheat less when confronted with moral standards (people lie less about remembering the 10 commandments, for example)</li><br></ul> A bit on the simplistic side.

In one of my latest MIT newsletters (free subscription of course!) a great piece on testing assumptions.The Importance of Testing Assumptions

Behavioral economist Dan Ariely's talk from the TED conference last month was recently posted online. In his talk, Ariely (who wrote the best-selling Predictably Irrational) addresses, through his own experience, a topic that is also quite relevant for innovators in an uncertain environment: the importance of testing assumptions through experiments.

He also makes some great comments on cheating.

<ul>
<li>Everyone cheats, a little. But only to a point where it does not challenge their self image of being a “good” person</li>

<li>People start cheating (more) when a member of their in-group blatantly cheats</li>

<li>People stop cheating when a member of an out-group blatantly cheats  </li>

<li>People cheat less when confronted with moral standards (people lie less about remembering the 10 commandments, for example)</li>
</ul>

]]> By: Pawel Brodzinski http://www.projectshrink.com/does-transparency-lead-to-more-ethical-behavior-1294.html#comment-1255 Pawel Brodzinski Thu, 02 Apr 2009 07:28:46 +0000 http://blog.softwareprojects.org/?p=1294#comment-1255 Bas,<br><br>Maybe you have a different point of view here, but for me building a long-term trust relationship (which is needed to perform well) is practically impossible when there's virtually no face-to-face contact between at least some people in the team.<br><br>Consider you manage a team spread among 3 countries: Netherlands, India and USA. I don't say you, as a manger, have to know in person all people working in all three countries (although this would help) but at least you have to build a trust relationship between you and managers of local teams. It's hard for me to imagine how the team would work with no such relation.<br><br>Are you able to build trust relationship with managers (and hopefully other people spread over the world too) with no direct contact? In my case answer is negative and I don't really see the way how it can be done. Bas,

Maybe you have a different point of view here, but for me building a long-term trust relationship (which is needed to perform well) is practically impossible when there's virtually no face-to-face contact between at least some people in the team.

Consider you manage a team spread among 3 countries: Netherlands, India and USA. I don't say you, as a manger, have to know in person all people working in all three countries (although this would help) but at least you have to build a trust relationship between you and managers of local teams. It's hard for me to imagine how the team would work with no such relation.

Are you able to build trust relationship with managers (and hopefully other people spread over the world too) with no direct contact? In my case answer is negative and I don't really see the way how it can be done.

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