The document discusses engineering ethics and teamwork, outlining key principles of professional ethics including prioritizing public safety, competence, honesty, and advancing the engineering profession. It also examines characteristics of effective teams such as interdependence, accountability, and interaction, and stages of team development including forming, storming, norming, and performing. The document provides guidance on roles, meetings, and conflict resolution to support strong team dynamics.

1. Chapter VII
Engineering Ethics
&
Team Work

2. Introduction
Engineering ethics is a guideline for professional conduct with
respect to:
 Society
 Employers
 Customers/Clients
 Colleagues
 The engineering profession
 herself/himself

3. Professional Ethics :Definition
“Special morally permissible standards of
conduct that, ideally, every member of a
profession wants every other member to
follow even if that means having to do the
same”
Harris, C.E. et. al. (1996) Journal of Engineering Education, 85: 93-96.

4. Professional Ethics
 Engineering shows several defining characteristics with other
professions such as nursing, law and accounting.
 Special ethical standards are requirements for professionals
because society relies on the special skills and training of their
members.
 Society grants professionals autonomy to police themselves
with respect to the technical aspects of their practice.
 Purpose of introducing this chapter is to help student in
recognizing the ethical conflicts.

5. Professional Engineers
 Requires extensive, specialized training.
 Provides knowledge and skills that are vital to society.
 Has a monopoly on practice of these skills (e.g., only licensed
engineers are allowed to design highway bridges USA).
 Has autonomy in practice (i.e., technical judgments in
engineering are reviewed by other engineers, but not by
medical doctors)
 Is regulated by ethical standards above and beyond laws and
personal morals.

6. Professional Engineering Society
 American Institute of Chemical Engineers (ALChE).
 American Society of Mechanical Engineers (ASME).
 American Society of Civil Engineers (ASCE).
 Institute of Electrical and Electronics Engineers (IEEE).
 Aeronautical Society of India (AeSI).
 Institute of Engineers (India) (IEI).
 Indian Institute of Industrial Engineering (IIIE).
 Indian Institute of Chemical Engineers (IIChE).

7. Principles
Engineers uphold and advance the integrity, honor
and dignity of the engineering profession by:
 Using their knowledge and skill for the
enhancement of human welfare.
 Being honest and impartial, and serving with
fidelity the public, their employers and clients.
 Striving to increase the competence and prestige
of the engineering profession.

8. Canons
 Engineers shall hold paramount the safety, health and welfare of the public in the
performance of their professional duties.
 Engineers shall perform services only in the areas of their competence.
 Engineers shall issue public statements only in an objective and truthful manner.
 Engineers shall act in professional matters for each employer or client as faithful
agents or trustees, and shall avoid conflicts of interest.
 Engineers shall build their professional reputation on the merit of their services
and shall not compete unfairly with others.
 Engineers shall act in such a manner as to uphold and enhance the honor, integrity
and dignity of the profession.
 Engineers shall continue their professional development throughout their careers
and shall provide opportunities for the professional development of those
engineers under their supervision.

9. Responsibility for Safety, Health
& Welfare of Public
In the Challenger disaster, the safety of the astronauts came
into conflict with other pressures faced by NASA and the
aerospace companies involved in the design, production and
operation of the space shuttle fleet. Such is often the case
with safety concerns in engineering design.
Regardless of their best intentions, legal liability is something
that engineers must consider. Like physicians, private
engineering firms often must carry liability insurance. The
insurance premiums typically cost a few percent of a firm’s
annual income.

10. Responsibility to Employers &
Clients
 Code of Ethics recognizes responsibilities that engineers
bear to their employers and clients, as well as to the public.
Professional engineers have an ethical responsibility to
provide competent services (including seeking assistance
or declining projects that are beyond their capabilities), act
in the interests of the employer or client, and maintain
confidentiality concerning business matters or proprietary
technical information.
 The ethical responsibility to serve an employer or client as
a “faithful agent or trustee” does not imply that engineers
should be blindly loyal.

11. Integrity & Intellectual Property
professional ethics requires that engineers respect the
intellectual property of others, and represent only their own
work or accomplishments as their own.
Case Study :
Jeremy, an engineer submits a proprietary proposal for a local area
network (LAN) installation to a small business Owner. An
innovative preliminary design and cost information for the LAN are
included in the proposal. The business owner provides copies of
Jeremy’s proposal to another prospective bidder. She incorporates
her version of the design in the bid that her company submits for
the job.

12. Environmental Ethics
 Codes of ethics state that Engineers shall hold paramount the
safety, health and welfare of the public in the performance of
their professional duties.
 “safety, health and welfare of the public” is intimately linked to
the well being of the environment.
 Engineers with a strong commitment to environmental
protection express that commitment through lifestyle choices,
volunteer activities and through their decisions about what
career opportunities to pursue. Moreover, engineers from many
different disciplines and in many different positions encounter
and pursue on-the-job chances to conserve resources or reduce
environmental impacts. The concept of “green design”
encompasses many such opportunities.

13. Respect : Diversity
Lack of respect for others can be demonstrated in many ways.
Sexual harassment is one manifestation of this problem that
has been particularly widespread in business and academic
situations. State and federal laws prohibit sexual harassment

14. Teams
 All industrial processes and systems have become complex.
 Teams not individuals have become the basic working unit
in modern engineering organization.
 Ability to function effectively as a member of an
interdisciplinary team has become essential.
 The broad range of disciplines are required to collaborate
to create safe products that meet the needs of customers.

15. Working Group vs. Teams
Working group :
Individuals working on separate parts of a project with
little collaboration between members of the group
until the pieces are pulled together near or at the end,
characterize as working group.
Team :
Team is a different entity, they are collaborative units
of people joined together to accomplish a common
goal. The output of the whole team should exceed that
of the sum of the output of individual members.

16. Characteristics of Effective Team
Positive interdependence : is achieved when members of
the team rely on each other to complete the project. Group
members focus on two objectives to achieve positive
interdependence: maximizing their own productivity and
working to maximize the productivity of all other group
members.
Individual accountability : means that each team member is
held responsible for his or her contribution to the completion
of the project. Team members do not “slack off” and allow
other team members to assume their responsibilities.

17. Promotive (face-to-face) interaction : implies that group
members recognize the contribution of others in the team
and give positive feedback for their accomplishments.
Social skills : Appropriate use of social skills is necessary
because interpersonal and small group skills are critical to
team success.
Group processing techniques : Through group processing
techniques, team members reflect on how well their team is
functioning and how well members are using their social
skills to help all members of the team achieve collaborative
success.

18. Team Development Stages
 Teams mature experimentally and in stages.
 Designating a group of individuals to function as a team is only
first step in team development.
 Development of a group of people into a team takes time,
commitment and energy.
 To become effective, teams must establish common goals, and
their individual focus must be on those goals, ahead of personal
needs.
 Two models of the phases of team development follow:
i. The Tuckman model
ii. The Cog model

19. The Tuckman Model
Stage I (Forming) :
In this stage, members of the group are polite to each other.
During this period team members assess each other and how
they fit into the group; they test the limits of tolerance of their
group members. Productive work that can be accomplished
during this time is to agree on group goals and to establish
ground rules for how the team will work together.
Stage II (Storming) :
In the storming stage, members begin to let down their guard
and argue with each other. In this storming phase, the group
should develop strategies for encouraging constructive
controversy and respecting differences of opinion.

20. Stage III (Norming) :
In this stage, group members accept and appreciate the differences
of individuals, learn to productively work through conflict and
focus on the task at hand. The risk of “group think” may be
encountered if individuals “go along” with ideas to maintain
harmony rather than introduce differences of opinion.
Stage IV (Performing) :
In the performing stage, group members have come to trust each
other; they all reap the rewards as the group transforms into a
productive, fun—and rewarding—team. During this stage, team
members agree on goals; creative brainstorming is fostered; ideas,
rather than personal agendas, are debated; and the team takes
collective pride in their team accomplishments.

21. The Cog Model
Stage I (Polite stage) :
This stage is characterized by politeness as people get to
know each other and establish their individual identities
within the group. Group members go out of their way to avoid
conflict during this early phase.
Stage II (Why are we here ? Stage) :
In this stage, members of the group ponder the purpose of the
group and their own contribution to it. Members may also ask
the question “Why am I here?”.

22. Stage III (Bid for power stage) :
In this stage, the traditional roles of individuals within the
group emerge. The roles that have been historically
comfortable for people such as leader, writer, technical
expert(s), task master, morale director, mediator, creative
thinker, time keeper, etc., begin to define how the team will
develop.
Stage IV (Constructive stage) :
In this stage, individuals move past performing the role that is
most comfortable to them to performing the role that best
complements the other members of the team. This stage is
characterized by enhanced harmony as team members
envision and implement strategies that promote the purpose
of the team.

23. Stage V (Esprit stage) :
In this “all for one and one for all” stage, reached by few
teams, members within the team experience a high
interdependence; the team shares in the esteem of group
goals and accomplishments. In this stage, team members
clearly identify with the team; they are proud of being a team
member and demonstrate genuine caring for the welfare and
success of their teammates.

24. Team Roles
 Differentiating of roles within a team leads to better team
organization and productivity.
 As team size increases the need to differentiate between
the roles of individual increases.
 Early in the team development process, team productivity
may be promoted through the assigning and rotating
team roles.
 All team members are responsible for behaving in such a
way as to further the objectives of the team.
 Each team should define the roles that will best promote
their team productivity.

25. Team Leader
 A team leader exerts the greatest influence on the team such as
responsible for the overall project scheduling & deliverables.
 Effective leader must change as the need of the team evolve.
 Leader understand that their role includes both task roles
(managing tasks) and responsibilities associated with
nurturing the emotional or people component of the team
(leading people).
 it is beneficial for a team to designate a different leaders for
each meeting and rotate the leadership on a weekly basis.

26. Team Leader Responsibilities
 Preparing of the meeting agenda, to be published and
distributed at least a day in advance.
 Sending a reminder of the meeting time and place to all team
members.
 Ensuring that the meeting remains focused on the agenda.
 Encouraging participation by all team members.
 Establishing an environment that fosters creativity where team
members are respected, take risks and feel safe expressing their
ideas.
 Furthering the overall goals and objectives of the team

27. Recorder/Scribe :
A recorder/scribe captures the team’s discussions in writing
and documents decisions made and action items assigned.
Facilitator :
A facilitator is responsible for ensuring that all team
members’ opinions are expressed and evaluated. Also, the
facilitator keeps time during team meetings and assumes the
lead responsibility for furthering team cohesion and
camaraderie.
Liaison :
A liaison communicates with organizations outside of the
team. S/he takes a lead role in establishing contact, following
up on commitments, obtaining information, etc.

28. Team Meetings
 Effective communication and string leadership are at the
heart of well functioning of teams.
 Open and constructive communication between all
members of the team is essential.
 Weekly team meetings provide an opportunity for team
members to show their progress, challenges and concerns
about the project.
 Also provide an opportunity to redirecting project tasks
and reassigning work if necessary.
 Team meetings creates a schedule format for creative brain
storming & problem solving.

29. Elements for Effective Team Meetings
 Designate team roles, rotating roles at each meeting to give
all team members an opportunity to practice their teaming
skills.
 Solicit meeting agenda items in advance and prepare a
specific agenda for each meeting. Include time estimates
for each agenda item.
 Choose a meeting place with few distractions and a
consistent meeting time that is convenient for all team
members.
 Rotate providing refreshments for team meetings; eating
together promotes camaraderie.

30. Rules for Conduct Team Meetings
 Mandatory attendance at scheduled team meetings.
 Stick to the agenda. When the items on the agenda are
dealt with, other non-agenda items may be added if time
allows and the team agrees to discuss additional topics.
 Remain focused on the task at hand.
 Come prepared.
 Manage meeting time wisely.
 Accommodate disagreements and criticisms without hostility.
 Refrain from all personal attacks.

31. Conflict Resolution
 Step 1: Describe Your Interests and What You Want.
 Step 2: Describe Your Feelings.
 Step 3: Exchange Underlying Reasons for Your Opinions
and Positions Relative to the Problem at Hand.
 Step 4: Understand the Other’s Perspective.
 Step 5: Invent Options for Mutual Gain.
 Step 6: Reach a Wise Agreement.