Session 5: Lion tamers and horse
whisperers – shaping workplace cultures
Presented by:
• Dr Paul Collings
Queensland Crime and
Misconduct Commission
Lion Tamers and
Horse Whisperers
Shaping Workplace Cultures
Paul Collings
Senior Prevention Adviser
Research and Prevention
Crime and Misconduct Commission
Corrupt Cultures
Examples
Parks and gardens
Executive suite
Facilities maintenance
Culture
“the climate and practices that organisations develop
around their handling of people, or … the espoused values
and credo of an organisation” [Schein 7]
“Culture is to a group what personality or character is to
an individual. We can see the behaviour that results, but
often we cannot see the forces underneath that cause
certain types of behaviour.” [Schein 8]
Edgar H. Schein, Organizational Culture and
Leadership.
3rd Edition. San Francisco, Jossey-Bass: 2004.
How are cultures formed?
“a group’s culture is the result of that group’s
accumulated learning … once a group has a culture, it
will pass elements of this culture on to new generations
of group members.” [Schein 18]
Edgar H. Schein, Organizational Culture and
Leadership.
3rd Edition. San Francisco, Jossey-Bass: 2004.
Diagnosis
Complaints
Risk
factors
Isolation
Work environment
Rhetoric
Underlying assumptions
Isolation
“individuals will be more likely
to share in ethical reasoning
and moral intent with members
of their own functional group
(in-group) than with members
of other functional groups
(out-group).”
Neil A. Granitz and James C. Ward. “Actual and perceived
sharing of ethical reasoning and moral inent among in-group and
out-group members.” Journal of Business Ethics 33 (4) 299-322,
October 2001. p.299
Working Environment
Physical environment
Work practices
Operational structures
General morale
Rhetoric
Public utterances
False signals
Quality of output
Language
Tales and legends
Underlying Assumptions
Positive
Negative
Old-fashioned work ethic
Work-evasion ethic
We are working to
a common goal
Our team has to stick
together for protection
We are at the
cutting edge
We are a neglected
back-water
Surveys
Response to Surveys:
Managers’ trust in information sources – percentage.
45
40
Observed fact
35
Graph
30
25
Reliable Report
Never believe
anything
20
15
10
5
0
2001
2003
2005
2007
2009
[Source: http:/phoneegraphs.con]
What to do?
Recommendation 8
“That the Department of Transport
establish a corporate culture
that values, and is inclusive of,
all staff and operational areas.”
Western Australia’s Corruption & Crime Commission.
Report on the investigation of alleged public sector
misconduct by employees of the Department for Planning
and Infrastructure in relation to the inspection, licensing
and registration of motor vehicles. 16 September 2010
Lions and horses
Targeting key people
Shedding light
Creating expectations
Systems
Deterrence
Leadership
Key People
Avoidance and resistance
Denial
Transference
Deal-making
Shedding light
Education for
Direct moral instruction
Case studies, role plays, hypotheticals
Practical projects
Value clarification
Empowerment, autonomy
Empathy development
Workplace experiences
Motivation
Creating expectations
Uncertainty
Codes and policies
Modelling
Prevention tools
Risk Management plans
Systems
Corporate plans
Codes of conduct
Policies and procedures
Internal reporting
Internal auditing
Recruitment
Performance management
Continuous improvement
Training
Leadership
Implementation
Communication
New technologies
Learn from complaints
Avoid patchwork
Deterrence
Dismissals
Legal constraints
Rewards
Leadership
Integrity
Acceptance
Visibility
Shaping Cultures
Symptoms
Complaints
Strategies
Isolation
Work environments
Rhetoric
Underlying assumptions
Key people
Shedding light
Expectations
Systems
Deterrence
Leadership
Organisational approach
Discussion
Dr Paul Collings
Crime and Misconduct Commission
(07) 3360 6381
paul.collings@cmc.qld.gov.au
Case study
Allegation: misappropriation of private sector grant funds.
In 2008 the University received a grant for specified research
purposes from the Perfectly Upright Corporation (PU
Corp). It is alleged that Professor Julius Flitwick illegally
(or inappropriately) used the money to:
Buy two new laptops, one for his home and the other to
use at work
Employ a research assistant who “just turned up one day”
and who was later overheard to mention that her mother is
one of the Directors of PU Corp
Case study
Background information:
The Professor refuses to submit costings for the research
project through the usual university processes and has
explained to the finance section that he does not need to
because he is personally contracted to the project rather
than through the university
The Professor uses University resources to carry out the
research project
The website for PU Corp includes a press release that
states that the Professor has a part ownership in the
intellectual capital for the finished project
Discussion
Tenure and ossification
Academic vs. Administration
Research funding and ethics
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