Basic Concepts
Responsibility
accep3ng the poten3al costs, du3es, and obliga3ons for the decisions you makeAccountability
mechanisms are in place to determine who is responsible (traceability)Liability
existence of laws that permit individuals to recover thedamages done to them by other (…)
Due process
requires that laws are understood and accepted by all, and all individuals can appeal to higher authori3es to ensure that they were properly applied (laws and legal proceedings must be fair)Some Ethical Principles
Golden Rule
do unto others as you would have them do unto you (don’t do to the others what you don’t want them to do to you)Categorical
Imperative
if an ac3on is not right for one to take, it is not right for everyone
Rule of change
if an ac3on cannot be taken repeatedly (in terms of its consequences) it should not be taken any3meUtilitarian principle
take the ac3ons that generate greater valueRisk aversion
take the ac3ons that produces the least harm or costNo free lunch
all tangible objects are assumed to be owned by someone else unless declared otherwiseCarlo M. Cipolla
(1922–2000) was an Italian economic historian. He was born in
Pavia, and held a long academic carrier in Venice, Turin, Pavia, Pisa and Fiesole,
having joined later the University of California, Berkeley
Through his study of economic history, he showed a keen interest in the causes
that prompted specific economic and social situa3ons during history, instead of
focusing on facts and figures. He was noted as well for his work on
overpopula3on and his essays on human stupidity
Carlo Cipolla, Allegro ma non troppo others myself
Win-‐win model
of sustainability
+ + - -Carlo Cipolla, Allegro ma non troppo intelligent naïf stupid bandit others myself ethics sustainability + + - -
Win-‐win model
of sustainability
Ethics
NORMATIVE ETHICS ETHICS OF RESPONSIBILITY
(Max Weber)
From the outside in
(a logic of reason)
(a
“
teaching
”
perspec3ve)
From the inside
(a logic of wisdom)
borders of responsibility, cultural borders
Boundary objects – IMs that crosses borders gaining different meanings
Susan Leigh Star ethics crosses borders
Travelling trough contexts
“immutable mobile” in ANT terms
Boundary objects are objects which are both plas3c enough to adapt to local needs and constraints of the several par3es employing them, yet robust enough to maintain a common iden3ty across sites. They are weakly structured in common use, and become strongly structured in individual-‐site use. They may be abstract or concrete. They have different meanings in different social worlds but their structure is common enough to more than one world to make them recognizable, a means of transla3on. The crea3on and management of boundary objects is key in developing and maintaining coherence across intersec3ng social worlds
2 variables in the Ethic/Project relaEonship
•
IntegraEon
– informa3on integra3on
•
ConnecEvity
– people connec3vity
Systems integra3on Po te n3 al e th ic al c on ce rn s
IntegraEon
connec3vity Po te n3 al e th ic al c on ce rn s
ConnecEvity
Technology trends -‐ IntegraEon and ConnecEvity
•
compu3ng power increases very quickly
•
data storage cost decline quickly
•
data analyses models refine quickly
Ethical Concerns
Benefit – who benefits (organiza3on, client, pa3ent, …)
Privacy / confiden3ality – Big-‐Brother, misuse, improper disclosure
Accuracy – errors mul3ply quickly with hard consequences
Property – informa3on ownership and rights regarding its use
Accessibility – who access and in which condi3ons
Degree – what is the purpose of informa3on’s use
Reliability – trust
when planning and implemen9ng Projects take care with:
A Paradigm ShiH
Individuals and the legal system are increasingly holding organiza3ons liable for their ac3ons
Firms tradi3onally would pay for the legal defense of their employees. Now they are encouraged to cooperate with prosecutors to reduce eventual charges against them
Individuals and Organizational Ethics tends (needs) to improve
and
It needs to be more central in our deep concerns
The Ethical dilemma
A procedure or prac3ce would be nice to implement but …
…. it can create damages that cannot be completely an3cipated or controlled
Ac3ons and decisions always have trade-‐offs!
It is measuring yourself with ethical dilemmas that you built up your own
ethical language
Be aware of some facts
New technologies create new ethical dilemmas
Ethics fill gaps as legal decisions lag behind technology
Ethical analysis process
Iden3fy and clearly describe the facts (who, to whom, where, when, how)
Define the dilemma and iden3fy values involved
Iden3fy stakeholders
Iden3fy the op3ons that can be reasonably taken
Iden3fy poten3al consequences of your op3ons
Useful Internet Addresses
www.ivt.ntnu.no/batek/forskning/concept/index.htm (Concept research programme) www.nsp.ntnu.no (Norwegian Centre for Project Management)
www.ipma.ch (Interna3onal Project Management Associa3on) www.apm.org.uk (Associa3on for Project Management)
www.icoste.org (Interna3onal Cost Engineering Council) www.pmi.org/ (Project Management Ins3tute)
www.risksig.com/ar3cles (PMI-‐Risk Management, Special Interest Group) www.construc3on-‐ins3tute.org (Construc3on Industry Ins3tute)
www.aipm.com.au (Australian Ins3tute of Project Management)
www.gamc.nsw.gov.au (South Wales Government Asset Management Commifee) www.ivm.org.uk (Ins3tute of Value Management)
www.enaa.or.jp (Engineering Advancement Associa3on of Japan) www.sovnet.ru/english/ (Russian Project Management Associa3on)
www.prosjektledelse.com (Norwegian Associa3on of Project Management) www.projforum.se (The Swedish Project Management Society )
www.projekhoreningen.dk (Danish Associa3on of Project Management) www.pry.fi (Project Management Associa3on Finland)
