2.5.4: DMF - Steps 4 to 6 in Action

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En provenance du cours de University of Illinois at Urbana-Champaign

Foundations of Professional Identity

34 notes

University of Illinois at Urbana-Champaign

Foundations of Professional Identity

34 notes

Cours 1 sur 4 dans Specialization Professional IQ: Preventing and Solving Problems at Work

Many find themselves frustrated in their careers by lack of preparation for dealing with predictable dilemmas that regularly arise in the world of work. Two in five professionals fired in their jobs after college are terminated for lying, or misuse of technology. Easy to avoid! Or is it? What if you find you have to compromise your values to keep your job? What if they ask you to lie or cheat, even though you know if you are found out you will be fired? What if you find out the company is breaking the law? Successful people know about and have the skills taught in this specialization. You should, too. Those who wish to make a difference, build positive reputations, become leaders, and advance in their careers must cultivate professional success skills, along with their specific job skills. The central themes of this course – knowing yourself and your values, recognizing and meeting ethical challenges, using an analytical decision-making framework, identifying potential pitfalls, and developing tools to use in the moment – are essential soft skills for succeeding at work. In short, an ethical framework is necessary, and not just nice; smart ethics, as we define them, are integral to success.

À partir de la leçon

Week 2: Opening Up Problems through the Decision-Making Framework (DMF)

Learn a systematic approach to tackling any decision.

2.5.1: The DMF In Action1:36

2.5.2: 2MC - Time Reporting2:39

2.5.3: DMF - Steps 1 to 3 in Action6:15

2.5.4: DMF - Steps 4 to 6 in Action4:37

2.5.5: Anticipate Outcomes to Prevent Problems6:33

Rencontrer les enseignants

C. K. Gunsalus
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory

[MUSIC]

Having a model for decision making is important of the decision making

model I'll generally use is, I'll stop to recognize, and

one of the reasons that's important is that you want to be able to recognize

the situation and understand all the factors.

The other piece is the framing, all right.

Because there are general frameworks you can use to

understand whether you've been there before.

Whether there's experience you've had or others have had that can

help guide your decisions to make the best possible decision.

And then there's the definition, all right.

One of the biggest challenges people have is there is a problem, and

they don't truly define the problem.

They may define a symptom or they may identify a symptom,

rather than taking a step back and defining the root problem.

One of the questions I like to ask is what problem are we trying to solve?

And that makes a big difference.

And then the final one is to act.

A lot of times people will make a decision, but there's no action taken.

Action are activities that are taken toward a purpose, toward an objective,

because you know where you're going and they're making forward progress.

Having measurement, so making decision is really a matter of being able to

understand the problem you’re trying to solve now.

>> Thinking about the time reporting commemorandum.

And remember if this particular example doesn't apply to you,

think about how it does apply to you.

Where are there time reporting issues, or accounting issues or keeping track of

specifics that do apply that you could generalize this problem too,

if this specific one is the one that you've faced.

What resources do you have in the face of a pretty messy problem where

there's you're being told to do one thing and

the rules that you know perfectly well say to do something else.

What resources do you have?

Well, you have your own sense of right and wrong based on your upbringing and

you're family and the fact that your own sense of honor.

How do you feel about something that you signed saying you would follow rules?

You have the people around you.

Is this in fact how everybody does it all the time?

Or is this your boss, that's a little out of step with the rest of the company?

Other resources, many large companies have

ethics hotlines that you can call either anonymously or not, to get guidance.

You have your mentor.

You have your family.

You have to be careful sometimes about talking about confidential work

information, somebody you trust.

Another resource you have is the handbook they gave you.

So, there's a set of resources here.

Maybe some of them help you, maybe some of them don't.

What are your options?

Well, you have three main options that's how I think about it here.

You can do it.

You can not do it.

Or you can try to ask questions in a way that helps clarify

what you don't understand.

Who's affected by each of these options?

Well, you're affected either way.

If you sign it and it's wrong or you don't sign it and

the boss gets mad, either way those are career affecting choices on your part.

The company is affected.

If the company is truly using how many hours on a particular project

to factor into their bidding for the next time.

And this project is bid at a certain number of hours and it takes twice that.

Over time, the company's going to be losing a lot of money if they really have

in human time and effort put into this twice what they're getting paid for.

That's not so good for a company that pays you and

you may rely upon to stay healthy and keep paying you.

It's not a sustainable business practice.

The people around you are affected,

If you have one unit in the company that's at odds with the culture and

values of the rest of the company, then maybe who's affected is you,

if the culture of this company ultimately doesn't fit your values.

So there's a lot of this option of this two minute challenges is about you and

your future.

[MUSIC]

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