SPONSORS

SPONSORS

The Project Manager as a Tightrope Walker

SERIES ARTICLE

Advances in Project Management Series

Dealing ethically with all affected parties

By Douglas G. Long, PhD

Australia

and

Ngaire E. Hunt, RN, PMP

New Zealand

 


Depending on the role held by a project manager, there appear to be three possible scenarios in which potential exists for ethics conflict:

  • If they are a vendor based PM:
    • how to implement the project to the benefit of the vendor
    • how to implement the project to the benefit of the customer
  • If they are an organisational based PM
    • how to implement the project to the benefit of the organisation
    • how to manage the internal stakeholders expectations and knowledge requirements (as the PM may be provided information which is confidential or in more detail than that of other stakeholders or team members)
    • how to manage / involve the vendor PM (if a vendor is involved)
  • If they are a contracted PM
    • how to implement the project to the benefit of the customer
    • how to manage the internal stakeholders expectations and knowledge requirements (as the PM may be provided information which is confidential or in more detail than that of other stakeholders or team members)
    • how to manage / involve the vendor PM (if a vendor is involved)
    • how to implement the project to the benefit of themselves and the contracting company (if used)

These can arise because:

  • Multiple stakeholders will have different, and competing sets of priorities.
  • There might also be a distinction between the customer and other stakeholders.
  • There might be tensions between the priorities of the project manager, and those of the different groups of stakeholders and also the clients.

In this article Douglas Long and Ngaire Hunt explore the application of The Ethical Kaleidoscopeas a tool for assisting project managers confront and deal ethically with conflicting project-owner demands faced in their work. By utilising the lens nominated in the model we seek to provide support to project managers no matter whether vendor based, organisational based, or contracted.

The Ethical Kaleidoscope is a construct developed by Douglas Long and Zivit Inbar to assist boards of organisations – large or small, public or private, government or non-government, for-profit or not-for-profit – to operate in ways that meet not only legal requirements but also to operate in ways that are dealing ethically with all affected parties. In their research leading to the book (interviews with the Chairs of some 130 organisations in Australia, New Zealand, and the USA), Long and Inbar found that the main emphasis at a corporate governance level related primarily to the legality of activities with any ethical considerations often relegated to a very poor secondary or tertiary position of, very often, only cursory concern. The result is that, even when an organisation has a clear and published code of ethics (as was the case for many of those studied), the incidence of organisations behaving badly occurs far too frequently.

More…

To read entire article, click here

 

Editor’s note: The Advances in Project Management series includes articles by authors of program and project management books published by Gower in UK and by Routledge worldwide. Information about Routledge project management books can be found here. Douglas G Long, along with Zivit Inbar, is author of The Ethical Kaleidoscope: Values, Ethics, and Corporate Governance, 2016, Routledge Press, UK.

 


 

About the Authors


Douglas G. Long

University of New South Wales
Sydney, Australia

 


Douglas G. Long
teaches values, ethics and leadership at the School of Business, University of New South Wales, Sydney. From 1988 to 2000 he was associ­ated with Macquarie Graduate School of Management in Sydney, where he researched, designed and delivered the programme Leadership in Senior Management. His latest book (with Zivit Inbar) The Ethical Kaleidoscope: Values, Ethics, and Corporate Governance has just (2017) been released by Routledge. Two of his previous books, Delivering High Performance: The Third Generation Organisation and Third Generation Leadership and the Locus of Control: Knowledge, Change and Neuroscience, were published by Gower. For the past 40 years he has been teaching, consulting, and public speaking in Australia, New Zealand, Papua New Guinea, South East Asia, Europe, and the USA. He holds the degree of PhD in Organisational Psychology.

Click here to learn more about Dr. Long’s book, The Ethical Kaleidoscope: Values, Ethics, and Corporate Governance, published in December 2016 by Gower / Routledge.

 


Ngaire E. Hunt, PMP

New Zealand

 


Ngaire E. Hunt, RN, PMP
commenced her career in nursing and qualified as a NZRN. She then worked as a Registered Nurse in New Zealand and the UK, before returning to New Zealand and moving into management of nursing services. In 2008 she shifted her career to project management and worked, primarily in health related fields, as a project manager in New Zealand until 2015. In 2015 she moved to Australia and, since then, has been working as a project manager in a health related consultancy in Melbourne. She holds her PMP qualification.