A Class with Drucker - Headway | Work on yourself
A Class with Drucker - Headway | Work on yourself
A Class with Drucker - Headway | Work on yourself
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120 ■ A CLASS WITH DRUCKER<br />
<strong>on</strong>ly be c<strong>on</strong>sidered an ethical violati<strong>on</strong>, it might also be illegal. Dunn was<br />
accused of spying <strong>on</strong> some of her employees.<br />
The scandal erupted after Dunn assigned a team to investigate boardroom<br />
leaks to journalists. She gave them permissi<strong>on</strong> to use false identities and other<br />
questi<strong>on</strong>able tactics to obtain pers<strong>on</strong>al informati<strong>on</strong> of directors, employees,<br />
and reporters. Dunn had questi<strong>on</strong>ed supposed experts and was told it was<br />
legal, even routine. As you might imagine, HP’s ethics chief was also fired.<br />
The Hewlett-Packard case led to a number of other acti<strong>on</strong>s. The<br />
Federal Trade Commissi<strong>on</strong> and several state attorneys general eventually<br />
got involved and brought enforcement acti<strong>on</strong>s against pretexters for<br />
allegedly violating federal and state laws <strong>on</strong> fraud, misrepresentati<strong>on</strong>, and<br />
unfair competiti<strong>on</strong>. 4<br />
What this case seems to say is that while government spies may lie,<br />
cheat, and steal, industrial spies may not.<br />
<str<strong>on</strong>g>Drucker</str<strong>on</strong>g>’s First Test of Ethics<br />
I think this discussi<strong>on</strong> <strong>on</strong> ethics lasted far l<strong>on</strong>ger than Peter intended, and<br />
it was just about time for a break. He wrapped up the discussi<strong>on</strong> by a summary.<br />
“Ethics and integrity should be measured primarily by the oath of<br />
the Greek physician Hippocrates,” c<strong>on</strong>tinued <str<strong>on</strong>g>Drucker</str<strong>on</strong>g>. “Primum n<strong>on</strong><br />
nocere—First, do no harm.”<br />
<str<strong>on</strong>g>Drucker</str<strong>on</strong>g> Less<strong>on</strong> Summary<br />
<str<strong>on</strong>g>Drucker</str<strong>on</strong>g>’s lecture did not resolve everything, where countless books <strong>on</strong> the<br />
subject of ethics, h<strong>on</strong>or, and integrity had failed. He did, however, help me<br />
to make certain distincti<strong>on</strong>s. The c<strong>on</strong>cepts of ethics, h<strong>on</strong>or, and integrity all<br />
have to do <str<strong>on</strong>g>with</str<strong>on</strong>g> right behavior according to our values. But because these<br />
values may differ in differing cultures or society, not all are universal. What<br />
we c<strong>on</strong>sider universal may be universal, <strong>on</strong>ly to us. Moreover, the law is<br />
separate from these values. One can be ethical, h<strong>on</strong>orable, and of high<br />
integrity, and still be in violati<strong>on</strong> of the law and land in jail. C<strong>on</strong>versely,<br />
some<strong>on</strong>e could be an all-around sleaze and not be violating any laws.<br />
The first guideline for ethics in business, according to Peter, and this<br />
does seem to be of universal applicati<strong>on</strong>, should be to do no harm. If you<br />
take the time to think through any potential situati<strong>on</strong> using this criteri<strong>on</strong>,<br />
you will not go very far astray. Like many such valuable insights from Peter,<br />
it is a simple exhortati<strong>on</strong>—but it is up to us to think through and apply it.