In times of crisis, ethical outcomes require systems thinking. The growing complexity of the world around us has increasingly required our leaders to hold two seemingly contradictory ideas in mind at the same time.
Ethical Leadership requires both Vision and Courage – qualities Carolyn De Vries has in spades.Disillusioned early in her career by the business models and charging practices of law firms, she dreamt of a family law practice with a difference.
Professor Melinda Edwards shares practical tips on how ethical decision-making frameworks can be methodically applied by decision makers charged with standing-down, mobilising or redeploying staff to keep their businesses afloat.
Even thinking about how to prepare for the impact of transformative technologies like AI is a daunting task for most of us, which is why we decided to tackle it head-on when we relaunched QUT’s Real World Futures Series in November.
Whatever your position, navigating practical ethical dilemmas in the workplace can be challenging. There is no substitute for well-reasoned and practical ethical skills, but we rarely have the opportunity to explore and develop them.
Typically, in the aftermath to an ethical failure, focus goes to the formal mechanisms that leaders have designed and implemented: codes, compliance frameworks and policy documents. Whilst these are important, the Hayne Inquiry proves that alone they are not enough,
Whether they’re competing for customers or funding, private and public organisations alike need every competitive advantage they can get to survive and thrive. And as people become more savvy about where their money is going, one such advantage has become increasingly clear — doing the right thing.
The modern world is filled with loopholes and rationalisations to excuse and justify bad behaviour. But according to Professor Melinda Edwards, that’s why knowing how to make ethical decisions is more important than ever.
…they each represent an uncomfortable blot on the current ethical landscape in Australia.