8. INTEGRITY - LATIN ‘INTEGER’
AN INTEGER (FROM THE LATIN
INTEGER) MEANING “wHOLE” -
WHOLE NUMBERS
ntegr ty -mean ng
9. elements of ntegr ty
coMPLETE/WHOLE - PARTS & WHOLE
CoNSISTENT - PREDICTABLE & RELIABLE
CLEAR - PURE & TRANSPARENT
CAPABLE CONDITION - STRUCTURALLY
UNBROKEN & FUNCTIONALLY UNIMPAIRED
COHERENT - SELF-INTEGRATION & HARMONY,
ONE IN BELIEF-WORD-DEED
CORE COMMITMENT - TO CAUSES BIGGER &
OTHER THAN SELF
11. An alternat ve v ew to ntegr ty1
SINCERITY - COMMITMENT TO CONVICTION
ETHICALITY - CODE OF CONDUCT, GUIDELINES
OF ORGANIZATIONS/PROFESSIONAL ASSOCIATIONS
LEGALITY - THE LAW ENFORCED BY GOV’T OR ITS
BRANCHES
MORALITY - AGREED UP ON SOCIETAL VALUES
INTEGRITY - A STATE OR CONDITION OF BEING
12. v ew ntegr ty as …1
OBJECTIVE STATE OR CONDITION
POSITIVE STATE VS NORMATIVE STATE
(‘WHAT IS’ VS ‘WHAT OUGHT TO BE’)
BEING WHOLE, COMPLETE,
UNBROKEN, UNIMPAIRED, SOUND
PERFECT CONDITION
INTEGRITY -> WORKABILITY ->
PERFORMANCE
13. Jo nt ntegr ty
THE SOUNDNESS OF
THE ANATOMICAL AND
KINEMATIC PROPERTIES
OF A JOINT.
JOINT INTEGRITY CAN
BE DIMINISHED BY
ANATOMICAL,
CONGENITAL,
INFECTIOUS,
PATHOLOGICAL, OR
TRAUMATIC PROCESSES.
16. Consc ence
moral compass
CONSCIENCE/ሕሊና- THE SEAT OF MORAL
THINKING AND KNOWLEDGE
MORAL COMPASS, INNER VOICE
GREEK - ‘SYNEIDESIS’ - CO-KNOWLEDGE,
KNOWING WITH
INNATE & UNIVERSAL; RIGHT/WRONG SIGNAL
CONSCIENCE - CAN BE AFFECTED BY BUT
NOT A PRODUCT OF ENVMT, TRAINING,
EDUCATION, RELIGION, CULTURE ETC
17. dimens ons of ntegr ty
TO BE WHOLE AND COMPLETE
DESIGN -> IMPLEMENTATION OF DESIGN
-> USE FOR THE INTENDED PURPOSE
NO MISSING PART OR EXTRANEOUS/
UNNECESSARY PARTS
THE INTEGRITY-PERFORMANCE
PARADOX
18.
19.
20. the case f o r ntegr ty
IT IS ILLUSIVE
WITHOUT IT NOTHING WORKS
THE DEGREE OF ‘CORRUPTION &
CRISIS WE SEE’
IT APPLIES TO EVERYTHING IN LIFE -
OBJECTS, SYSTEMS, PERSON,
ORGANIZATIONS AND SOCIETY
21. ntegr ty doma ns
PERSONAL
PROFESSIONAL ORGANIZATIONAL
PUBLIC
22. Challenges of ntegr ty
DEFENSIVE REASONING
HUMAN BEINGS ARE CONSISTENTLY
INCONSISTENT
CONTRADICTION B/N THEORIES
PROFESSED VS THEORIES-IN-USE
23. erroneous th nk ng3
Everyoneelseis doingit.
W
e’vealwaysdoneit.
This is the way this business works.
If wedon’t doit, somebody elsewill.
Nobody’shurt byit.
It doesn’t matter howit gets done,aslong asit gets done.
It works, soletsnot asktoomanyquestions.
Noone’sgoingtonotice.
It’slegal, but . . .
It’stooexpensive, or It takestoomuchtime
24. ‘you are your words’1
INTEGRITY IS COMPLETE AND WHOLE HARMONY OF
ONE’S VALUES WITH ONE’S DEED
YOUR WORD IS THE LINK BETWEEN YOUR VALUE &
DEED
INTEGRITY THEREFORE IS ‘KEEPING ONES WORD’
WHAT IF YOU CAN’T KEEP YOUR WORD?
KEEPING YOUR WORD VS. HONORING YOUR WORD
25. Honor ng your word 1
TO YOURSELF - SELF INTEGRATION
‘I WILL HONOR MY WORD’
THE FOUNDATION OF INTEGRITY
TO OTHERS
KEEPING YOUR WORD
IF YOU CAN’T KEEP IT … HONOR
YOUR WORD & ACCEPT THE
CONSEQUENCE, CLEAR THE MESS
27. promot ng openness
OPEN CULTURE
MUCH DIFFICULT - MANAGEMENT VS ‘SHOP
FLOOR’, MID LEVELS
PROACTIVE LEADERS
WHISTLE BLOWING
CONFIDENTIAL ROUT TO REPORTING
FAIR AND CONSISTENT POLICY OPEN
FOR ALL
28. support ng Eth cal dec s on
mak ng
CODE OF CONDUCT
TRAINING
ADVISE
29. manag ng ncent ves
REWARDS
POSITIVE EFFECT
INADEQUATELY USED
DISCIPLINES
NEGATIVE EFFECT - WRONG USE
FAIR, TRANSPARENT & CONSISTENT
30. sett ng the tone
TONE FROM THE TOP
‘INTEGRITY BEGETS INTEGRITY’
DETERMINES THE OUT COME OF ALL STEPS
LIST OF VALUES
SUCCINCT, PRACTICAL & REGULARLY
COMMUNICATED WITH STAFF
INTEGRATED WITH STRATEGY
MONITORING
31. setting the
tone
tone from
to
p List of
values
managing
incentive
s
rewards
discipline
promoting
openness
open culture
whistle blowing supporting Ethical
decision making
training
code of conduct
advise
monitoring
32. the leaders’ role
MONITORING - ‘INTEGRITY IS A
MOUNTAIN WITHOUT A TOP AND
CORRUPTION IS AN ICEBERG WITHOUT
A BOTTOM’
LEADING BY EXAMPLE, ‘WALK THE
TALK’, ‘PRACTICE WHAT YOU PREACH’
THE LEADER’S WORD IS WORTH THE
ORGANIZATION.
34. REFERENCES
1.INTEGERITY: A POSITIVE MODEL THAT INCORPORATES THE NORMATIVE
PHENOMENA OF MORALITY, ETHICS AND LEGALITY, W.H. ERHARD, MICHAEL
JENSEN, STEVE ZAFFRON, FEB 2016
2.REAL INTEGRITY; PRACTICAL SOLUTIONS FOR ORGANISATIONS
SEEKING TO PROMOTE AND ENCOURAGE INTEGRITY, JIM BAXTER, JAMES
DEMPSEY, CHRIS MEGONE AND JONGSEOK LEE, UNIVERSITY OF LEEDS,
2012
4. HTTPS://VIMEO.COM/64381958 - A LECTURE ON POSITIVE MODEL OF
INTEGRITY BY DR MICHAEL JENSEN (EXCELLENT VIDEO)
