Ethics at Work

Whose responsibility is work?  The worker, or the supervisor who gives the instruction to the worker?  Whose responsibility therefore, is work ethic?

Ethical work definition is a pre-requisite to work ethics, though in some situations you find the work ethical even without ethical work being demanded.  Lets take a closer look at what work ethics are, and what ethical work is

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Work ethics is honesty in working, ensuring integrity of outcome, labor, and time.  Often the only thing associated with work ethics is whether the worker puts in the contracted amount of time to her/his station at work.  But I think it goes much further than that.  I believe work ethics is about ensuring that I do not leave any stone unturned in meeting the intent of my assignment for meeting the requirements of the outcome.  This means to me the selection of the right methods, tools, technique, and then to execute my assignment responsibly in ensuring that my work integrates with the work of others in the team.  It means sincerity and diligence on the worker’s part in understanding the big picture and how they can contribute the most to the team through their individual assignment, and even other contributions they can make.  It means the exhibition of requisite skills by the worker to ensure the most integral outcome in the least time and effort as a whole.

Lets look at the ethical work definition and its outcomes now.  Ethical work definition means the definition of work and work breakdown structures such that they align with the competence and capacity of the team, and which when completed meets the intent of the customer, who can be an internal customer too.  Ethical work is the result of work definition by managers typically, while work ethic is the individual endeavor of each team member.

W.O.R.K. = When Outcomes Result from Knowledge!  This means a great deal.  First, work that does not have any result or outcome is a waste of time.  Second, work is based on knowledge, the knowledge of the doer.  If it is not based on the knowledge of the doer, it is actually someone else’s knowledge, while the job is just being executed be the worker.

What do these thoughts mean to you as a worker?  What do these thoughts tell you as a supervisor or manager?

Which do you now think is more important – work ethics or ethical work?  Or are they both equally important for an ethically operating enterprise? 

This sets the stage for what today’s students are struggling with.  Students who are eagerly gathering degrees, diplomas, and certificates to present to employers who have no clue of what the work involves, except knowing that the kinds of people who have succeeded in growing their enterprise in the past had far fewer qualifications (and much more ethics).  Work ethics for ethical work!

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Requirements?

Understanding & Developing Project Requirements

Requirements –> Strategy –> Plan –> Execute –> Evaluate

These are the five keys for successful project execution. Understanding requirements is probably the most important key because if requirements are not understood correctly right from the beginning, the entire project can lead to a solution way off target. Apart from wasted time, resource, and money, this leads to a dissatisfied and frustrated customer.

The most common trap in understanding requirements is to stay with what we already know, what we have experienced in the past, and look for the most easily apparent solution, rather than the problem which the customer is experiencing. In this case it seems we would be looking for a lock when we already have a key, or simply putting the cart before the horse.

Understanding requirements from the customer’s point of view requires empathizing with the customer, their situation, their needs and wants, their challenges and their aspirations for success. Reading and re-reading their problem statement is something we need to do often, even after we have started developing the solution strategy. Staying with the problem and thinking about it long enough is key.

As we begin developing the requirements, the simplest proof of whether we have understood the problem correctly is to paraphrase it and see if the customer still resonates with our description of it. We progressively detail the problem articulation and successively involve the customer in responding to potential solution strategies with their pros and cons. If the resonance sustains through the design stage, we have the problem(s) identified and isolated.

Re-statement of the problem and getting concurrence from the customer on what it is, as well as what it is not, gives us the clear starting point from where we can start strategizing on the possible solution sets, and paths to them.

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