Nielsen, Arne P.

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Andrews University

Journal of Applied Christian LeadershipVolume 3 | Number 2 Article 122009Ethics in the Workplace: Tools and Tactics forOrganizational Transformation [review] / Johnson,Craig E.Arne P. NielsenFollow this and additional works at: https://digitalcommons.andrews.edu/jaclPart of the Leadership Studies CommonsThis Book Review is brought to you for free and open access by Digital Commons @ Andrews University. It has been accepted for inclusion in Journalof Applied Christian Leadership by an authorized editor of Digital Commons @ Andrews University. For more information, please contactrepository@andrews.edu.Recommended CitationNielsen, Arne P. (2009) "Ethics in the Workplace: Tools and Tactics for Organizational Transformation [review] / Johnson, Craig E.,"Journal of Applied Christian Leadership: Vol. 3: No. 2, 77-82.Available at: https://digitalcommons.andrews.edu/jacl/vol3/iss2/12BOOK REVIEWETHICS IN THE WORKPLACE: TOOLS AND TACTICS FOR ORGANIZATIONAL TRANSFORMATIONBy CRAIG E. JOHNSONThousand Oaks, CA: Sage Publications (2007)Paperback, 334 pagesReviewed by Arne P. NielsenIt is virtually impossible to listen to a news report, read a newspaper ormagazine, or surf the Internet without the focus involving a scandal ingovernment, a corporation, an organization or institution. The recenthome mortgage collapse and the freezing up of credit markets around theworld left taxpayers paying for cleaning up the financial mess caused bythe immoral actions and greed of business leaders. It has only increasedthe already intense concerns about improving the moral behavior oforganizations and those who run them. Many of our nation’s elite corpo-rations have ethical codes of conduct and code books to direct them.Unfortunately, often the leaders of these organizations either don’t knowhow to implement their policies or, worse yet, may not believe in them.For this reason Johnson calls for an ethical transformation of organiza-tions. Ethics in the Workplace: Tools and Tactics for OrganizationalTransformation is his attempt to provide organizations and their leadersand followers with tools that will help them place “ethics at the center ofthe workplace, significantly altering attitudes, thinking, communication,behavior, culture, and systems” (p. xv). His book is a roadmap for those who have the courage to implementsignificant long-lasting positive change in their organizations. ChapterOne introduces five common ethical theory approaches found in organ-izations, which Johnson applies later throughout the book. He encour-Arne P. Nielsen is Superintendent for the Department of Education of the Florida Conference of Seventh-dayAdventists in Winter Park, Fla. 1Nielsen: Ethics in the Workplace: Tools and Tactics for Organizational TraPublished by Digital Common  @ Andr ws University, 2008ages individuals to apply more than one theory to an ethical dilemma,allowing leaders to test their perceptions through five lenses. The fiveethical theories he brings forward for application include Utilitarianism(choosing the option that involves the greatest good for the greatestnumber of people), Kant’s Categorical Imperative (the act of doing whatis morally right no matter what the consequences are), Rawl’s Justice as Fairness (the idea of balancing freedom and equality),Communitarianism (the concept of a community promoting sharedmoral values), and Altruism (the goal of taking care of others first).Johnson makes it clear that all of these approaches have both strengthsand weaknesses, “but each makes a valuable contribution to moralproblem solving” (p. 22).Johnson asks the question, “Is it bad apples or bad barrels” that areresponsible for corrupt organizations? He believes that both bad apples(individuals) and bad barrels (organizations) each play a part in ethicalfailure. Both are in need of transformation. He introduces five elementsof personal ethical development: facing the shadow side of the person-ality, discovering vocation, identifying personal values, developingcharacter, and drawing upon spiritual resources. His concept of a shad-ow side of individuals, borrowed from the psychotherapist Carl Jung,refers to the side of us that is embarrassing and highlights our short-comings. When ignored or repressed, this shadow side puts leaders atgreat risk to themselves and the organizations they lead, because theyshow up under pressure or in unconscious processes such as projectionof undesirable characteristics unto others. For this reason Johnsonbelieves that this dark side of individuals needs to be confronted. First,by acknowledging (admitting) its existence, our shadow side begins tolose its hold on us. Second, by looking at this shadow side, we see moreclearly who we really are. Third, by knowing we have shortcomings, webecome more empathetic towards others. Fourth, by reflecting, we willbecome better role models. Fifth, by showing others our weaknesses, wegive others hope and courage, thereby improving our work relationships. He concludes his thoughts on personal ethical development by dis-cussing advanced change theory, believing it unethical and unproductiveto try and change people from the outside in. He states that “the directionof organizational change is from the inside out, starting with the individ-ual and spreading outward” (p. 53). He believes that just one ethical person within an organization can bring about system-wide change.PAGE  78 Vol. 3, No. 2 AUTUMN 2009B O O K  R E V I E W :  E T H I C S  I N  T H E  W O R K P L A C E2Journal of Applied Christian Leadership, Vol. 3 [2008], No. 2, Art. 12https://digitalcommons.andrews.edu/jacl/vol3/iss2/12Because “very bright people make very stupid mistakes” (p. 66),Johnson spends several chapters discussing decision-making modelsand approaches. He builds on James Rest’s idea that moral choiceinvolves moral sensitivity, judgment, motivation, and character byaction. He revisits the idea of a dark side of our personalities and asks us to be weary of those contributors to (defective) poor decision making,e.g., insecurities, greed, and ego. He introduces us to guidelines for assis-tance in making improved moral decisions. He reviews several models fordecision making, including Kidder’s nine ethical checkpoints.Johnson emphasizes the centrality of communication in the trans-formation process. Key is the understanding that listening is moreimportant than speaking. He admonishes us to be aware of thosearound us, acknowledging them and giving them value. We should becognizant of those in our sphere of influence and Johnson reminds usthat “the exercise of influence is not an option in the workplace. Wemust influence others if we are to fulfill our roles” (p. 115). He remindsthe reader that there can be danger in having a position of influence orpower leading to unethical behavior. We should use power judiciouslyand as Johnson states, “seek to serve others, use positional power withcaution, be open to influence, and empower others” (p. 136).  The way organizations are doing business is constantly changing.Groups and teams are more involved in decision making than in thepast. Since groups “tend to bring out the moral best and worst in us,”Johnson suggests that a group’s effectiveness increases when someonein the group has the courage to “stand alone” and express a minorityopinion. This effectively eliminates the phenomena of group think.Johnson states that “leaders deserve a good deal of the credit for trans-forming ethics and a good deal of the blame when groups fall short” (p. 171). In his other book Meeting the Ethical Challenges of Leadership:Casting Light or Shadow, Johnson (2009) states that “ethics is at the heart of leadership” (p. xvi), underscoring the burden and vital role that leaders play in groups. Both books identify many of the moral demandsthat both leaders and followers must adhere to. He also explores severalleadership theories (styles) that enhance the performance of leaders andheavily involve followers in the decisions making process.Johnson recognizes that often there is a dark side to organizationsthat needs to be confronted through truth telling. He encourages lead-ers to be on guard for seeking truth that leads to greater accountabilityTHE JOURNAL OF APPLIED CHRISTIAN LEADERSHIP PAGE  79A R N E  P .  N I E L S O N3Nielsen: Ethics in the Workplace: Tools and Tactics for Organizational TraPublished by Digital Commons @ Andrews University, 2008to decrease hostile working environments, sexual harassment discrimi-nation, prejudices, and stereotyping. He gives practical solutions foreach of these. Central to this is adhering to and promoting a formalcode of ethics, a powerful mission and vision statement, shared values,and easily understood norms that support policies. Leaders need to beaware of the organization culture (climate) and be ready to change ormodify behavior that is undermining the success of the organization.Johnson advances the idea that “ethical values are factored into everyorganizational activity” (p. 248). He expresses the need for “ethical consistency” throughout the organization, top to bottom. This includes the concepts espoused by Thomas et al. in their book Worldviews and Ecology: Religion, Philosophy and the Environment (1994) and the needto “think globally” and “act locally.”There are numerous strengths in this easy-to-read book. First,Johnson provides a plethora of current and historical world events toengage the reader and illustrate and apply concepts. These applicationsenhance the link from theory to practice and show what he is trying topromote in organizational ethics. Second, there are boxes or sections termed Case Study, placedthroughout the chapters as well as at the end of each chapter. Thesecase studies, real or fictional, engage the reader to decide (make choic-es) about how they would act or react under the circumstancesdescribed. Discussion Probes at the end of the case study bring thereader deeper into the discussion and forces him to make ethical ormoral decisions.  It appears that Johnson wants the reader to beginpracticing moral and ethical decision making along the journey. Third, Johnson introduces “tips” for the reader to consider in thetransformation process. These tips are intended to provide the readerwith an idea of how to manage or implement a new concept or tech-nique. In other words, take those that apply and discard those thatdon’t. The advice provided is a great starting point for the individualwho does not know where to begin. Fourth, each chapter has a Self-Assessment Box. This is an opportu-nity for the reader to “look in the mirror” and measure her ability orperformance. The reader may decide to measure the organization sheworks for, or if it is more comfortable, insert someone else’s name.  (But of course, ethics is always best done on oneself). Fifth, at the end of each chapter there is a section called ApplicationPAGE  80 Vol. 3, No. 2 AUTUMN 2009B O O K  R E V I E W :  E T H I C S  I N  T H E  W O R K P L A C E4Journal of Applied Christian Leadership, Vol. 3 [2008], No. 2, Art. 12https://digitalcommons.andrews.edu/jacl/vol3/iss2/12Projects that allows the reader to apply what he has just learned throughpractice, reflection, discussion, writing and other methods for growthand transformation. These application projects are designed for the indi-vidual or group and are ones that I found to be especially helpful.Johnson includes a brief discussion on three approaches to leader-ship—transformational leadership, servant leadership, and relationalleadership. For him these are important normative leadership theoriesbecause they set the tone for leader actions, help leaders manage ethical responsibilities in the workplace, and assist leaders with developing principles of right and wrong and a system of moral values. In his chapter on Ethical Decision Making and Action, Johnsonseems to imply that one should find a format or checklist to go throughwhen making important ethical decisions. I do agree that there shouldbe a systematic way of dealing with an ethical dilemma and decision.However, I would argue that many important ethical decisions that wemake need to be done expeditiously. Often, we do not have time tocheck off the steps to consider. I would suggest that a leader can andshould be able to make an ethical decision almost automatically.Another area of slight disagreement is in discussing how to exerciseethical influence. He states that “while we don’t have much choice asto whether or not we exert influence, we do have control over how wego about modifying the behavior of others” (p. 116). I believe we dohave a large degree of choice as to whether or not we exert influence.My days are filled with opportunities at home and work where I have tomake a conscientious decision about how much influence, if any, I willexert. I believe that everything we do involves choices.  Johnson’s book is well researched, clearly written and practical in itsusefulness to leadership. It is a crucial resource for all leaders who wantto improve their moral influence and their organizational ethical prac-tices.  His idea that we need to fix ourselves before we try to fix theorganization is disturbing precisely because he is right, even from aChristian viewpoint, on this central issue. If Christian leaders are look-ing for specifically Christian approaches to the many ethical issuesJohnson addresses, they will not find them. Even so he seems to ask theright questions and provide readers with a toolbox full of useful ideas.Leaders seeking a framework to guide their behaviors will also find thisbook a helpful starting point. What may still have to be written is anequally practical text that links the day-to-day issues treated here, andTHE JOURNAL OF APPLIED CHRISTIAN LEADERSHIP PAGE  81A R N E  P .  N I E L S O N5Nielsen: Ethics in the Workplace: Tools and Tactics for Organizational TraPublished by Digital Commons @ Andrews University, 2008that any Christian leader faces, to more foundational Christian perspec-tives Johnson is aware of but does not treat explicitly.R E F E R E N C E SBerry, T., Griffin, D. R., McDaniel, J., Spretnak, C., Swimme, B., Rasmussen, L., & Wei-Ting, T. (1994). Worldviews & ecology: Religion, philosophy, and the environment.Maryknoll, NY: Orbis Books.Johnson, C. E. (2009). Meeting the ethical challenges of leadership: Casting light or shadow.Thousand Oaks, CA: Sage.Rest, J. (1986). Moral development: Advances in research and theory. New York: Praeger.PAGE  82 Vol. 3, No. 2 AUTUMN 2009B O O K  R E V I E W :  E T H I C S  I N  T H E  W O R K P L A C E6Journal of Applied Christian Leadership, Vol. 3 [2008], No. 2, Art. 12https://digitalcommons.andrews.edu/jacl/vol3/iss2/12

Ethics in the Workplace: Tools and Tactics for Organizational Transformation [review] / Johnson, Craig E.

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Ethics in the Workplace: Tools and Tactics for Organizational Transformation [review] / Johnson, Craig E.

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