Index
ABC technique, 166–167
Abrashoff, Commander D. Michael, 40,
47
absolute honesty
assessing an organization’s, 28
characteristics of, 6
laws of, 49–51
realistic expectations of, 18
reasons to practice, 256–257
Adelphia Communications, illegal activi-
ties of, 131–132
After Action Reviews (AARs), 34–35
Akers, John, 43–44
Alderson, James, 134
A League of Their Own, 58
Alfred, Fred, 177
analyzer, 158
flexing to an, 161
apathy, 149
Apple Computer, 13
Arthur Andersen, 9–10, 206
BFA lawsuit accusations, 9
questionable practices of, 10
reputation of, 9
autocratic decision, perception of fair-
ness of, 137
avoidance, 148–149, 170
Baptist Foundation of Arizona (BFA),
lawsuit against Arthur Andersen, 9
behavior, setting standards of, 20
behavior patterns
healthy debate as, 27
punctuality as, 26
punishment and, 251
rewarding, 252
belief system, 166
Bennis, Warren, 198
Berardino, Joseph, 150
Bethune, Gordon, 251–252
BFA, see Baptist Foundation of Arizona
boss
building rapport as, 173–174
unapproachable, 182
Brown and Williamson Tobacco Com-
pany, 67
Brennan, Edward, 209
Breton, Thierry, 231
catastrophic chaining, definition of, 59
Chan, W., 129–130
change
difficulty of initiating, 43
fear of, 69–70
formula for, 45
importance of embracing, 70
pain associated with, 44–45
process of stimulating, 46
Clinton, Bill, 61, 226
Clinton County School Board, lip service
at, 111–112
closing the deal
pitfalls of, 108
steps for, 109
Collins, Jim, 141–142
commit, reasons people don’t, 135–138
communication
effective, 175
example of poor, 144
poor business, 15
compensation, 148
competition, healthy vs. predatory, 226
complaints
Target-K approach to handling,
199–201
valuing employee, 199
Condit, Gary, 55
confirming messages, 184
confrontation, 84
analyzing results of, 88
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288 INDEX
confrontation (continued)
goals of, 87
role of leader in, 164–165
when to avoid, 86
constructive confrontation, 27, 49, 83,
265–266
ensuring success in, 104
example of, 105–106
focus on present and future in, 95–96
preparing for, 84–90
steps to achieving, 83, 90, 109–110
use of language for, 94–95
Continental Airlines, 251–252
Cooper, Cynthia, 108
corporate culture
analyzing, 25, 261
aspects of, 258–261
behavior patterns of, 25–26, 258–259
changing, 261–262
importance of, 25
values in, 29, 259–260
corporate ethics officer, 247
Costco, policies of, 234
cost-cutting, innovative approach to,
130–131
courage, 205
Covey, Stephen, 98, 163–164
Credit Suisse First Boston (CSFB), 214
criticism
about the past, 96
alternate language for, 96
direct approach to, 92
handling, 50
indirect approach to, 92–93
responding defensively to, 145
sandwich approach to, 91
customer, treating everyone like a, 198
customer service, 192
Cybro Games, 143
Dana Commercial Credit, 21
decision-making
applying ethics to tough, 222–223
process of, 132
defense mechanisms, 146, 147–150, 270
defensiveness
costs of, 146
minimizing, 168–174, 272–273
reasons for, 151, 271–272
deGeus, Arie, 162–163
Della Femina, Jerry, on Tylenol contami-
nation, 10
Deming, W. Edwards, 238
direct approach
to criticism, 92
to non-negotiables, 93–94
director, 157–158
flexing to a, 160
‘disagree and commit’
concept of, 6, 139
to a decision, 127–128
at Intel, 112
ways to facilitate, 139–141, 267–269
disagreement, ways of expressing, 115
disconfirming messages, 184
interruption as, 186
non-responsiveness as, 184–186
patronizing as, 186
disconnected responses
ambiguous statements as, 187
inaction as, 188–189
one-upmanship as, 187
unrelated responses as, 187
discussion tree
creating a, 118
example of a, 119, 268
dishonesty
in marriage, 14
by nursing home management, 19–20
by politicians, 55
displacement, 150
Disney Company, 218
Disney, Walt, vision of Disney Park, 237
economy, corporate scandals impact on
U.S., 3
Ellis, Albert, 166
Emerson Electric, 104
‘Emperor’s New Clothes,’ The, 4, 23
employee behavior, developing honesty
in, 32–33
employee performance, mishandling of
poor, 73
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289INDEX
energizer, 159
flexing to an, 161
Enron, 7–8, 74
ethical behavior, 205
and Johnson & Johnson, 230
costs of, 228–229
tenets of, 224–227, 227–228, 230–
233, 277–278
ethical culture, 246–254
benefits of, 240
communication and, 248–249
leaders’ commitment to, 254
philosophical foundation of, 247–248
reinforcing behavior with, 250
starting an, 240–241
training in, 249–250
ethical practice, 51
ethics
crisis of business, 3, 217
definition of, 218
non-instrumental, 219–220
and profitability, 239
rationalizing, 219
expectations, of employees, 195
fairness
gaining consensus through, 131
in life, 129
‘family dynamics,’’ of work, 16
fear
as a disease, 78
of being disliked, 70–71, 264
of change, 69–70, 264
conquering, 71, 78
of embarrassment, 76–77
of hurting others’ feelings, 68, 263
of losing support, 72–73, 264
of paying for dishonesty, 74, 264
of retribution, 67, 263
of sharing business information, 75,
265
feedback
giving poor, 89
improving on poor, 90
Filcek, Rod, on building clients’ trust, 21
Ford Motor Company, 136–137
Gallup Organization, finding on positive
feedback, 92
Galvin, Bob, 122
General Electric, 33–34, 125, 238–239
Gerstner, Lou
on revitalizing IBM, 43–44, 45
top-down approach of, 237
Gibb, Jack, 169–174
Global Business Ethics Activities, of
Thomson Multimedia, 231–233
go signals, 100–106, 123, 266
in a debate, 100–101
example of, 105–106
responding to, 102–103
using, 101–102, 103
Graphical User Interface (GUI), 13
Grove, Andrew, 17, 257
direct approach of, 17
on healthy confrontation, 27
Harley-Davidson Motor Company,
75–76
harmonizer, 158
flexing to a, 161
Henry VIII, 205
Hickey, Adrienne, giving direct feedback,
91
homogeneous company, 37–38
honest feedback, importance of, 5
honesty
absolute, 5
abuse of, 79
avoidance of, 58, 63
benefits of, 3, 56, 66, 126
developing, 32–33, 268
in a family, 196
fear of, 59, 66–67
of mechanics, 56
practicing, 64
real-time, 64, 65
rewarding, 50, 125–126
outcomes of, 60
work discussions that produce, 196
Hussein, Saddam, 178
IBM, 43, 45
Business Conduct Guidelines of,
234–235
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