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PROFESSIONAL ETHICS AND LEADERSHIP FOR ENGINEERS

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Title: PROFESSIONAL ETHICS AND LEADERSHIP FOR ENGINEERS


1
PROFESSIONAL ETHICS AND LEADERSHIP FOR ENGINEERS
  • BY
  • MUMTAZ A. USMEN, PH.D, PE
  • PROFESSOR AND CHAIRMAN
  • DEPARTMENT OF CIVIL AND ENVIRONMENTAL ENGINEERING
  • WAYNE STATE UNIVERSITY
  • DETROIT, MICHIGAN, USA

2
PROFESSION
  • THE PURSUIT OF A LEARNED ART IN THE SPIRIT OF
    PUBLIC SERVICE
  • PROFESSIONALS
  • DOCTORS
  • PHARMACISTS
  • LAWYERS
  • DESIGNERS
  • ARCHITECTS
  • ENGINEERS
  • TEACHERS/PROFESSORS

3
ATTRIBUTES OF A PROFESSION
  • MUST SATISFY AN INDISPENSIBLE AND BENEFICAL
    SOCIAL NEED
  • ITS WORK MUST REQUIRE THE EXERCISE OF DISCRETION
    AND JUDGEMENT, AND NOT BE SUBJECT TO
    STANDARDIZATION
  • ITS ACTIVITIES ARE CONDUCTED UPON A HIGH
    INTELLECTUAL PLANE
  • ITS KNOWLEDGE AND SKILLS ARE DISTINCTIVE , AND
    ARE NOT COMMON POSSESSIONS OF THE GENERAL PUBLIC
  • THERE IS A SYSTEMATIC BODY OF THEORY, USUALLY
    ACQUIRED BY ACADEMIC TRAINING

4
  • THERE EXIST COMMUNITY SANCTIONS, SUCH AS
    ACCREDITATION OF CURRICULA AND REGISTRATION /
    PROFESSIONAL LICENSURE REQUIREMENTS, TO PROTECT
    THE PUBLIC
  • ITS PRACTICE IS GOVERNED BY RULES OF CONDUCT
    (CODES OF ETHICS) TO RECOGNIZE OBLIGATIONS TO
    SOCIETY AND OTHER PRACTIONERS
  • MUST HAVE GROUP CONSCIOUSNESS FOR THE PROMOTION
    OF TECHNICAL KNOWLEDGE AND PROFESSIONAL IDEALS
    FOR RENDERING SOCIAL SERVICE (MEMBERSHIP IN
    PROFESSIONAL SOCIETIES)

5
SKILLS FOR ENGINEERS (AFTER NSF FOUNDATION
COALITION)
  • COMMUNICATION
  • ORAL
  • WRITTEN
  • GRAPHICAL
  • INTERACTIVE/LISTENING
  • TECHNICAL
  • COMPUTATIONAL
  • DESIGN
  • MODELING
  • PROBLEM SOLVING

SOFT
HARD
  • PROFESSIONAL
  • LIFE-LONG LEARNING
  • PROJECT MANAGEMENT
  • TEAMWORK
  • TIME MANAGEMENT
  • ETHICAL / SOCIETAL
  • ETHICS PROFESSIONAL
    RESPONSIBILITY
  • SOCIAL IMPACT ASSESSMENT
  • CONTEMPORARY ISSUES AFFECTING ENGINEERING

SOFT
SOFT
6
ETHICS
  • THE DISCIPLINE DEALING WITH WHAT IS GOOD AND
    BAD,AND WITH MORAL DUTY AND OBLIGATION
  • A SET OF ACCEPTED MORAL PRINCIPLES AND VALUES
    ABOUT WHAT OUGHT TO BE
  • A THEORY OR SYSTEM OF MORAL PRINCIPLES GOVERNING
    THE APPROPRIATE CONDUCT FOR AN INDIVIDUAL OR
    GROUP
  • A CODE OF MORALITY

7
MORALITY
  • A SET OF ACCEPTED STANDARDS OR RULES ABOUT WHAT
    CONSTITUTES RIGHT OR WRONG CONDUCT
  • JUDGEMENT PRINCIPLES OF RIGHT OR WRONG IN
    RELATION TO HUMAN ACTION OR CHARACTER
  • CONDUCT OR BEHAVIOR
  • THE WAY A PERSON RESPONDS TO A SET OF
    CONDITIONS/CIRCUMSTANCES

8
CODES OF ETHICS FOR ENGINEERS
  • NSPE-NATIONAL SOCIETY OF PROFESSIONAL ENGINEERS
    (U.S)
  • PREAMBLE ENGINEERING IS AN IMPORTANT AND
    LEARNED PROFESSION. THE MEMBERS OF THE PROFESSION
    RECOGNIZE THAT THEIR WORK HAS A DIRECT AND VITAL
    IMPACT ON THE QUALITY OF LIFE FOR ALL PEOPLE.
    ACCORDINGLY , THE SERVICES PROVIDED BY ENGINEERS
    REQUIRE HONESTY, IMPARTIALITY, FAIRNESS AND
    EQUITY, AND MUST BE DEDICATED TO THE PROTECTION
    OF THE PUBLIC HEALTH, SAFETY AND WELFARE. IN THE
    PRACTICE OF THEIR PROFESSION, ENGINEERS MUST
    PERFORM UNDER A STANDARD OF PROFESSIONAL BEHAVIOR
    WHICH REQUIRES ADHERENCE TO THE HIGHEST
    PRINCIPLES OF ETHICAL CONDUCT ON BEHALF OF THE
    PUBLIC, CLIENTS, EMPLOYERS AND THE PROFESSION.

9
AMERICAN SOCIETY OF CIVIL ENGINEERS
  • ASCE CODE OF ETHICS
  • FUNDAMENTAL PRINCIPLES
  • USING THEIR KNOWLEDGE AND SKILL FOR THE
    ENHANCEMENT OF HUMAN WELFARE
  • BEING HONEST AND IMPARTIAL AND SERVING WITH
    FIDELITY THE PUBLIC, THEIR EMPLOYERS AND CLIENTS
  • STRIVING TO INCREASE THE COMPETENCE AND PRESTIGE
    OF THE ENGINEERING PROFESSION AND
  • SUPPORTING THE PROFESSIONAL AND TECHNICAL
    SOCIETIES OF THEIR DISCIPLINES.

10
  • FUNDAMENTAL CANONS
  • ENGINEERS SHALL HOLD PARAMOUNT THE SAFETY, HEALTH
    AND WELFARE OF THE PUBLIC IN THE PERFORMANCE OF
    THEIR PROFESSIONAL DUTIES.
  • ENGINEERS SHALL PERFORM SERVICCES ONLY IN REAS OF
    THEIR COMPETENCE.
  • ENGINEERS SHALL ISSUE PUBLIC STATEMENTS ONLY IN
    AN OBJECTIVE AND TRUTHFUL MANNER.
  • ENGINEERS SHALL ACT IN PROFESSIONAL MATTERS FOR
    EACH EMPLOYER OR CLIENT AS FAITHFUL AGENTS OR
    TRUSTEES, AND SHALL AVOID CONFLICTS OF INTEREST.
  • ENGINEERS SHALL BUILD THEIR PROFESSIONAL
    REPUTATION ON THE MERIT OF THEIR SERVICES AND
    SHALL NOT COMPETE UNFAIRLY WITH OTHERS.

11
  • ENGINEERS SHALL ACT IN SUCH A MANNER AS TO UPHOLD
    AND ENHANCE THE HONOR, INTEGRITY, AND DIGNITY OF
    THE ENGINEERING PROFESSION.
  • ENGINEERS SHALL CONTINUE THEIR PROFESSIONAL
    DEVELOPMENT THROUGHOUT THEIR CAREERS,AND SHALL
    PROVIDE OPPORTUNITIES FOR THE PROFESSIONAL
    DEVELOPMENT OF THOSE ENGINEERS UNDER THEIR
    SUPERVISION.

12
  • WHY ETHICS CODES?
  • COLLECTIVE RECOGNITION OF THE RESPONSIBILITIES OF
    THE INDIVIDUAL PRACTIONERS
  • GUIDE OR REMINDER WITH RESPECT TO BEHAVIOR IN
    SPECIFIC SITUATIONS
  • SUPPORT FOR ENFORCEMENT PROCEDURES OF
    PROFESSIONAL SOCIETIES OR LICENSING AGENCIES
  • EXCUSE FOR THE ETHICAL BEHAVIOR WHEN THERE
    ARE COUNTERVAILING PRESSURES TO MEET A DEADLINE,
    CUT COSTS, COVER UP A BLUNDER, MAKE A SALE, etc.

13
HOW ETHICAL IS THE GLOBAL A/E/C INDUSTRY?
  • ACCORDING TO A RECENT FMI (U.S) SURVEY
  • 84 OF THE RESPONDENT SAID THEY HAVE OBSERVED
    UNETHICAL CONDUCT OF SOME SORT DURING THE PAST
    YEAR
  • EXAMPLES BID SHOPPING
  • CHANGE ORDER GAMES
  • PAYMENT GAMES
  • UNRELIABLE VENDORS
  • CLAIMS GAMES

14
FINDING SOLUTIONS
  • TO MINIMIZE THE CHANCES OF UNETHICAL ( OR
    ILLEGAL) BEHAVIOR IN THE CONSTRUCTION
    INDUSTRY,FMI SURVEY REPORT SUGGESTED
  • MORE REGULATIONS AND STIFFER PENALITIES
  • AN INDUSTRY- WIDE CODE OF ETHICS
  • MORE COMPANIES ADOPTING ETHICS PROGRAMS AND CODES
    ( CURRENTLY 30 HAVE FORMAL PROGRAMS 40 HAVE
    NONE. )
  • MORE EMPHASIS ON SOCIAL RESPONSIBILITY ( IN
    DEALING WITH OTHER COMPANIES AND THE PUBLIC )
  • CONSIDERING ETHICAL ISSUES IN STRATEGIC PLANNING
  • MORE TRAINING

15
COST OF UNETHICAL ACTS AND CORRUPTION
  • FMI REPORT INDICATES THAT A GREAT MAJORITY OF THE
    SURVEY RESPONDENTS ( 91) THINK ETHICS IS OF
    UTMOST / IMPORTANCE ABOUT HALF ( 48) ARE
    SERIOUSLY RESERVED ABOUT DOING BUSINESS WITH
    UNETHICAL COMPANIES.
  • UNETHICAL ACTS ARE COMMITTED BECAUSE PERSONS
    THINK IT WILL EXPEDIATE PROGRESS AND MAKE THE
    PERSON OR COMPANY MONEY. THE GOOD OF THE ENTIRE
    INDUSTRY IS NOT CONSIDERED. HOWEVER, THESE
    SHORT-TERM GAINS COME AT A HEAVY COST.

16
  • 61 OF THE SURVEY PARTICIPANTS BELIEVE THAT THE
    INDUSTRY IS TAINTED BY UNETHICAL ACTS 74
    SAY TRUST IS DIMINISHED BETWEEN CONTRACTUAL
    PARTIES.
  • THE FMI REPORT ESTIMATES THAT BETWEEN 5,000 AND
    50,000 DOLLARS ( U.S ) ARE LOST OR NOT ACCOUNTED
    FOR UNETHICAL TRANSACTIONS FOR EVERY MILLION
    DOLLAR OF PROJECT EXPENDITURE ( IN THE U.S )

17
  • ACCORDING TO TRANSPARENCY INTERNATIONAL , 300
    BILLION DOLLARS ANNUALLY ARE LOST TO CORRUPTION
    WORLD-WIDE, DIRECTLY OR INDIRECTLY ENDING UP IN
    THE POCKETS OF CORRUPT OFFICIALS OR COMPANIES.
    (10 OF TOTAL PROJECT EXPENDITURES)
  • FURTHER, IT LEAVES ORDINARY PEOPLE WITHOUT
    ESSENTIAL SERVICES (
    MEDICINE, SANITATION, HOUSING ). IN SHORT,
    CORRUPTION COSTS LIVES.

18
ETHICS AND LEADERSHIP
  • MANY IN THE A/E/C INDUSTRY BELIEVE THAT BEYOND
    TRAINING, TOP MANAGEMENT / COMPANY LEADERSHIP
    MUST SERVE AS A ROLE MODEL AND GUIDE TO IMPROVE
    ETHICAL STANDING AND PROFILE OF THE COMPANY .
  • UNETHICAL ACTS CAN SIGNAL A FAILURE OF MANAGEMENT
    TO KNOW HOW TO GET THE JOB DONE THE RIGHT WAY
    .
  • LEADERSHIP IS A CHARACTER ISSUE.
  • ACCORDING TO MIKE P.KANE, MANAGER OF FMIS
    LEADERSHIP GROUP, COMPETENT LEADERS WITH NOBLE
    CHARACTERS WILL ACT ETHICALLY.

19
BELL-SHOULZ CHARACTER / COMPETENCE GRID
20
LEADERSHIP ATTRIBUTES
  • ACCORDING TO A RECENT SURVEY OF TOP-LEVEL
    CORPORATE OFFICIALS, THE TOP 14 ATTRIBUTES OF
    SUPERIOR LEADERS ARE
  • HONEST
  • COMPETENT
  • FORWARD LOOKING
  • INSPIRING
  • INTELLIGENT
  • FAIR-MINDED
  • BROAD-MINDED
  • STRAIGHT FORWARD
  • DEPENDABLE
  • SUPPORTIVE
  • COURAGEOUS
  • CARING
  • COOPERATIVE
  • MATURE

21
THE 7 HABITS OF HIGHLY EFFECTIVE
PEOPLE-RESTORING THE CHARACTER ETHIC( THE 8th
HABIT) By Stephen R. Covey
22
THE 7 HABITS OVERVIEW
  • PARADIGMS AND PRINCIPLES
  • PERSONALITY vs. CHARACTER ETHIC
  • PARADIGM AND PARADIGM SHIFT
  • PRINCIPLE-CENTERED PARADIGMS
  • HABITS (OF EFECTIVENESS)
  • HABIT DEFINED - Intersection of knowledge,
    skills and desire
  • EFFECTIVENESS DEFINED - The P/PC balance
    paradigm (The goose that laid the golden egg.)

23
  • PRIVATE VICTORY
  • PROACTIVE BEHAVIOUR
  • STIMULUS AND RESPONSE
  • CIRCLE OF CONCERN / CIRCLE OF INFLUENCE
  • PRINCIPLES OF PERSONAL LEADERSHIP
  • LEADERSHIP AND MANAGEMENT
  • VISION ( PERSONAL AND ORGANIZATIONAL)
  • PRINCIPLES OF PERSONAL MANAGEMENT
  • THE TIME MANAGEMENT MATRIX
  • DELEGATION / EMPOWERMENT
  • TRUST

24
  • PUBLIC VICTORY
  • PARADIGM OF INTERDEPENDENCE
  • EMOTIONAL BANK ACCOUNT
  • PRINCIPLES OF INTERPERSONAL LEADERSHIP
  • WIN/WIN PARADIGM OF HUMAN INTERACTION
  • WIN/LOSE AND LOSE/LOSE PARADIGMS
  • PRINCIPLES OF EMPHATIC COMMUNICATION
  • EMPHATIC LISTENING
  • UNDERSTANDING OTHERS

25
  • PRINCIPLES OF CREATIVE COOPERATION
  • SYNERGY AND TEAMWORK
  • COMMUNICATIONS
  • VALUING DIFFERENCES
  • PRINCIPLES OF BALANCED SELF-RENEWAL
  • SHARPENING THE SAW
  • PHYSICAL, SPIRITUAL, MENTAL, SOCIAL/EMOTIONAL
    DIMENSIONS
  • CONTINUOUS IMPROVEMENT (UPWARD SPIRAL)

26
THE 8TH HABIT
  • FIND YOUR VOICE, AND INSPIRE OTHERS TO FIND
    THEIRS
  • ESSENTIAL FOR MOVING FROM EFFECTIVENESS TO
    GREATNESS.

27
THANK YOU!
  • Contact Information
  • Mumtaz A. Usmen, PhD, PE
  • Professor and Chair
  • Department of Civil and Env. Engrg.
  • Wayne State University
  • Detroit, MI 48202
  • (313) 577-3789 FAX (313) 577-3881
  • Email musmen_at_eng.wayne.edu
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