Compliance &Ethics - Society of Corporate Compliance and Ethics

y Frank J. NavranYou can’t cure symptoms»»Finding the underlying problem first may avert a catastrophe later.»»Diagnostic interviews, focus groups, and surveys will help you uncover the root cause of organizational problems.»»Build a rapport and an atmosphere of trust before you start asking the tough questions.»»A document review will give you insights into what employees learn about the formally stated standards for employee conduct.»»Skills, knowledge, and conceptual models can only take us so far in solving the organizational problems we face.NavranIwas 16, and over the summer of 1959 hadmanaged to accumulate $150 (not bad consideringthat minimum wage was $.50/hr.that year). My dream was about to come true:a car of my own. I narrowed my choice downto two options. One was a drab, 1952 Plymouthfour-door sedan. It was owned by afamily friend and I knew it to be reliable—deadlydull, but reliable. Theother was a 1953 Dodge convertiblewith the first generation hemi V-8.Very cool! And, they were the sameprice, $100. Naturally, with teenagepassion overriding logic, I boughtthe Dodge.Two weeks into my ownership experience,my car was no longer able to go up hills.The push to the local garage and a compressiontest revealed burnt valves. My buddyDick and I decided to tackle the valve jobourselves. How hard could it be? For the nextthree months, we were fully occupied withdismantling the engine, having the valvesground and seated and reassembling my prideand joy. The ensuing satisfaction in a job welldone lasted approximately 18 miles beforethe engine gave up the ghost for good.It seems burnt valves are a symptom. Inthis case they were symptomatic of a failed oilpump. I’d “cured” the symptom but I had failedto recognize or address the underlying problem.The junkman gave me $12 for the car and lifetaught me one of the most important lessonsI would ever learn. It is a lesson every firstyearmedical student learns and continues torelearn. Prescription without diagnosis is malpractice.If you treat symptoms, you may mask theunderlying causes of the initial problem untilthey manifest themselves as a subsequent, andtypically more substantive, problem. If all youare doing is polishing the valves in an enginethat does not circulate oil, catastrophe awaits.As someone who has been consulting onorganizational ethics and leadership issuessince the late 1970s, I can tell you firsthandthat diagnosis remains the single most importantstep in addressing any problem in anyorganization. Period! Full stop!So, what does organizational diagnosislook like? How do we identify underlyingcauses behind observed problems? And,why ought this matter to you? How does thisimpact your role regarding ethical managementand leadership in your organization?Compliance & Ethics Professional May/June 2013+1 952 933 4977 or 888 277 4977 www.corporatecompliance.org 55