David Gill believes that if everyone, at every level, does something to uphold and articulate the core values of the company, ethical crises and breakdowns will be few and far between.
Perhaps we should change the saying, “the market made me do it”, to “the mission made me do it.”
David Gill believes that globalization abroad and diversity at home make multi-religious interactions a fact of business life. Religious distraction and disrespect must be barred from the workplace but that still leaves plenty of room for positive relationships.
David Gill proposes a three-stage approach to potential and actual crises.
Individuals and organizations that have a robust, authentic ethics program will spend their major energy articulating and pursuing positive principles, values, and virtues. Observing moral boundaries—and regulatory boundaries—is important but secondary to this pursuit of the right and good.
What if we tried to come up with a list of the most basic principles and guidelines of a sound ethics that could be widely shared by the world’s population? What would be included? What would be first on the list?
David Gill sees four major tests for trustworthiness.
David Gill contends that ethical dilemmas and quandaries are inescapable and ethically-healthy companies must put in place a ready, effective trouble-shooting and crisis-resolution method.
David Gill has believed for many years that recovering the two historic concepts of “vocation” and “profession” would contribute something very helpful to our situation. These two powerful terms can take us far beyond conventional thinking of our jobs merely in terms of “work.”
“Wisdom management” may be even more difficult than “knowledge management” but it may also turn out in the end to play a larger role in lifting your business from good to great.