Integrity is defined as wholeness, completeness, and soundness. It involves consistency between one's values, words, and actions. Several dimensions of integrity are discussed, including sincerity, ethics, legality, and morality. Challenges to integrity include defensive reasoning and human inconsistency. Promoting integrity in organizations involves setting an ethical tone from leadership, managing incentives, supporting ethical decision making, and monitoring. Leaders must lead by example and practice integrity in all aspects of running an organization.

1. INTEGRITY

2. EEBILA , 2015
finfinnee

8. INTEGRITY - LATIN ‘INTEGER’
AN INTEGER (FROM THE LATIN
INTEGER) MEANING “wHOLE” -
WHOLE NUMBERS
ntegr ty -mean ng

9. elements of ntegr ty
coMPLETE/WHOLE - PARTS & WHOLE
CoNSISTENT - PREDICTABLE & RELIABLE
CLEAR - PURE & TRANSPARENT
CAPABLE CONDITION - STRUCTURALLY
UNBROKEN & FUNCTIONALLY UNIMPAIRED
COHERENT - SELF-INTEGRATION & HARMONY,
ONE IN BELIEF-WORD-DEED
CORE COMMITMENT - TO CAUSES BIGGER &
OTHER THAN SELF

10. ntegr ty vs hypocr sy

11. An alternat ve v ew to ntegr ty1
SINCERITY - COMMITMENT TO CONVICTION
ETHICALITY - CODE OF CONDUCT, GUIDELINES
OF ORGANIZATIONS/PROFESSIONAL ASSOCIATIONS
LEGALITY - THE LAW ENFORCED BY GOV’T OR ITS
BRANCHES
MORALITY - AGREED UP ON SOCIETAL VALUES
INTEGRITY - A STATE OR CONDITION OF BEING

12. v ew ntegr ty as …1
OBJECTIVE STATE OR CONDITION
POSITIVE STATE VS NORMATIVE STATE
(‘WHAT IS’ VS ‘WHAT OUGHT TO BE’)
BEING WHOLE, COMPLETE,
UNBROKEN, UNIMPAIRED, SOUND
PERFECT CONDITION
INTEGRITY -> WORKABILITY ->
PERFORMANCE

13. Jo nt ntegr ty
THE SOUNDNESS OF
THE ANATOMICAL AND
KINEMATIC PROPERTIES
OF A JOINT.
JOINT INTEGRITY CAN
BE DIMINISHED BY
ANATOMICAL,
CONGENITAL,
INFECTIOUS,
PATHOLOGICAL, OR
TRAUMATIC PROCESSES.

14. Consc ence
moral compass

15. Consc ence
an o r g a n of ntegr ty
Conscience

16. Consc ence
moral compass
CONSCIENCE/ሕሊና- THE SEAT OF MORAL
THINKING AND KNOWLEDGE
MORAL COMPASS, INNER VOICE
GREEK - ‘SYNEIDESIS’ - CO-KNOWLEDGE,
KNOWING WITH
INNATE & UNIVERSAL; RIGHT/WRONG SIGNAL
CONSCIENCE - CAN BE AFFECTED BY BUT
NOT A PRODUCT OF ENVMT, TRAINING,
EDUCATION, RELIGION, CULTURE ETC

17. dimens ons of ntegr ty
TO BE WHOLE AND COMPLETE
DESIGN -> IMPLEMENTATION OF DESIGN
-> USE FOR THE INTENDED PURPOSE
NO MISSING PART OR EXTRANEOUS/
UNNECESSARY PARTS
THE INTEGRITY-PERFORMANCE
PARADOX

20. the case f o r ntegr ty
IT IS ILLUSIVE
WITHOUT IT NOTHING WORKS
THE DEGREE OF ‘CORRUPTION &
CRISIS WE SEE’
IT APPLIES TO EVERYTHING IN LIFE -
OBJECTS, SYSTEMS, PERSON,
ORGANIZATIONS AND SOCIETY

21. ntegr ty doma ns
PERSONAL
PROFESSIONAL ORGANIZATIONAL
PUBLIC

22. Challenges of ntegr ty
DEFENSIVE REASONING
HUMAN BEINGS ARE CONSISTENTLY
INCONSISTENT
CONTRADICTION B/N THEORIES
PROFESSED VS THEORIES-IN-USE

23. erroneous th nk ng3
Everyoneelseis doingit.
W
e’vealwaysdoneit.
This is the way this business works.
If wedon’t doit, somebody elsewill.
Nobody’shurt byit.
It doesn’t matter howit gets done,aslong asit gets done.
It works, soletsnot asktoomanyquestions.
Noone’sgoingtonotice.
It’slegal, but . . .
It’stooexpensive, or It takestoomuchtime

24. ‘you are your words’1
INTEGRITY IS COMPLETE AND WHOLE HARMONY OF
ONE’S VALUES WITH ONE’S DEED
YOUR WORD IS THE LINK BETWEEN YOUR VALUE &
DEED
INTEGRITY THEREFORE IS ‘KEEPING ONES WORD’
WHAT IF YOU CAN’T KEEP YOUR WORD?
KEEPING YOUR WORD VS. HONORING YOUR WORD

25. Honor ng your word 1
TO YOURSELF - SELF INTEGRATION
‘I WILL HONOR MY WORD’
THE FOUNDATION OF INTEGRITY
TO OTHERS
KEEPING YOUR WORD
IF YOU CAN’T KEEP IT … HONOR
YOUR WORD & ACCEPT THE
CONSEQUENCE, CLEAR THE MESS

26. promot ng ntegr ty2
profess onal & o r g a n zat onal

27. promot ng openness
OPEN CULTURE
MUCH DIFFICULT - MANAGEMENT VS ‘SHOP
FLOOR’, MID LEVELS
PROACTIVE LEADERS
WHISTLE BLOWING
CONFIDENTIAL ROUT TO REPORTING
FAIR AND CONSISTENT POLICY OPEN
FOR ALL

28. support ng Eth cal dec s on
mak ng
CODE OF CONDUCT
TRAINING
ADVISE

29. manag ng ncent ves
REWARDS
POSITIVE EFFECT
INADEQUATELY USED
DISCIPLINES
NEGATIVE EFFECT - WRONG USE
FAIR, TRANSPARENT & CONSISTENT

30. sett ng the tone
TONE FROM THE TOP
‘INTEGRITY BEGETS INTEGRITY’
DETERMINES THE OUT COME OF ALL STEPS
LIST OF VALUES
SUCCINCT, PRACTICAL & REGULARLY
COMMUNICATED WITH STAFF
INTEGRATED WITH STRATEGY
MONITORING

31. setting the
tone
tone from
to
p List of
values
managing
incentive
s
rewards
discipline
promoting
openness
open culture
whistle blowing supporting Ethical
decision making
training
code of conduct
advise
monitoring

32. the leaders’ role
MONITORING - ‘INTEGRITY IS A
MOUNTAIN WITHOUT A TOP AND
CORRUPTION IS AN ICEBERG WITHOUT
A BOTTOM’
LEADING BY EXAMPLE, ‘WALK THE
TALK’, ‘PRACTICE WHAT YOU PREACH’
THE LEADER’S WORD IS WORTH THE
ORGANIZATION.

33. IN SUMMARY …

34. REFERENCES
1.INTEGERITY: A POSITIVE MODEL THAT INCORPORATES THE NORMATIVE
PHENOMENA OF MORALITY, ETHICS AND LEGALITY, W.H. ERHARD, MICHAEL
JENSEN, STEVE ZAFFRON, FEB 2016
2.REAL INTEGRITY; PRACTICAL SOLUTIONS FOR ORGANISATIONS
SEEKING TO PROMOTE AND ENCOURAGE INTEGRITY, JIM BAXTER, JAMES
DEMPSEY, CHRIS MEGONE AND JONGSEOK LEE, UNIVERSITY OF LEEDS,
2012
4. HTTPS://VIMEO.COM/64381958 - A LECTURE ON POSITIVE MODEL OF
INTEGRITY BY DR MICHAEL JENSEN (EXCELLENT VIDEO)