Blog: Applying the framework

The way and ease of applying the framework is very much dependent on the type and size of the organization, and the reason why you want to implement the framework. It is about realizing the last alignment of an organization that is already coherent and ethically sound? Or is the starting point a recent scandal or high inefficiencies and suboptimal behavior? It also depends on the type of organization and its telos/goal.

The basic steps are as follows:

1. Deciding on organizational telos
2. Create organizational ethical framework
3. Making the organizational promises to stakeholders
4. Communicating and transferring the promises to the organization
5. Organizing transparency
6. Creating integrity, an ethical work environment and leadership
7. Monitor, reflect on, improve, adapt

Deciding on organizational Telos

Telos refers to the Greek concept of final cause of a natural organ or entity, or of human art. For an organization in modern times, it refers to the reason for being, its aim. It is closely related to the concepts of Vision and Mission.

Although most organizations will have a formalized vision/mission, the first step is to critically re-evaluate these, as they will be the starting point for teh relation with the stakeholders.

Creating the organizational ethical framework

The ethical framework is the basis from which the ethical virtues are implemented. It is the fundament, the ideology if you will, that determines the perspective.

An example to show what is meant and why this is relevant.

The moral virtue of Fairness, may seem to be straightforward in the way people should be treated. However, if your ethical framework is that people with a different skin color than your own, are not equal, actions like slavery are justified. All virtues in the framework are fundamentally a-moral. Morality is only determined by the (implicit or explicit) ethical framework in which the virtues are applied. This is why it is so important that an organization defines this clearly and explicitly.

An ethical framework is not the same as a code of conduct, but contains rules which can not easily be derived from just the ethical framework and the principles. An example is the maximum value of something which may be accepted from a supplier. The ethical framework and virtue already make clear that this is an area of concert, but can not provide the precise boundary. That is when rules come into the framework.

Making organizational promises to stakeholders

This is also a step which most organizations should already have done. What are the stakeholders of the organization, what are their wishes and demands towards the organization. With the telos of the organization in mind, promises can and must then be made explicitly.

Promises can be results, or commitments/endevors where results can not be guaranteed. In all cases it must be demonstrable that or to what extend the result or commitment has been accomplished.

Here, there is already some overlap with the next step. To be able to make honorable promises, interaction is needed with the rest of the (hierarchical) organization. Stakeholder promises can only be made by people who may legally represent the organization. These people are not all-knowing, and require the input of their colleagues which promises can be kept, or which risks exist. In case risks occur, can the organization then still honor the promise.

Stakeholders may have contradicting wishes, for instance shareholders and governments with legal requirements. These contradictions must be solved during this step. No contradictory promises may be made. All promises must be honerable. The reason for this, is that otherwise these contradictions must be solved on an operational level, which usually does not have the authority or power to do so.

Communicating the promises to the organization

This step starts with informing the organization which promises Have been made. In principle every employee is responsible to do their part in all promises, not just a few. In some cases their work may not intersect with a specific promise.

It is the task of middel management to organize the work in such a way that all promises will be kept, and make allowances for honoring them in any case.

As an example, if the organization promises 24-hour delivery, the customer service department also needs to organize what to do if this can not be achieved – for whatever unpredictable or unpreventable reason.

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