* Values underpin ethics, ethics underpin integrity * Integrity refers to the extent to which actions of the building and construction industries accord with stated intentions (‘public institutional justification’) - subject to issues of consistency, coherence, context and contingency - The more these accord one with another, the fuller or more comprehensive the institutional integrity * Quality of governance, institutional integrity and regulatory frameworks (voluntary & mandatory standards) are critical to ensuring legitimacy (credibility, trust, quality, efficacy) of the building and construction industries, in the light of recent failures, particularly in NSW, Australia.

1. Navigating the Dilemmas of Ethical
Building
Tim Cadman: Griffith University,
Institute for Ethics, Governance and Law

2. Summary
• Values underpin ethics, ethics underpin integrity
• Integrity refers to the extent to which institutional actions
accord with stated intentions (‘public institutional justification’)
– subject to issues of consistency, coherence, context and
contingency
• The more these accord one with another, the fuller or more
comprehensive the institutional integrity
• Quality of governance, institutional integrity and regulatory
frameworks (voluntary & mandatory standards) are critical to
ensuring legitimacy (credibility, trust, quality, efficacy)
2

3. What do values, ethics, integrity and governance
have to do with anything?
Certified
‘sustainable’
timber
Certified ‘safe’ building
EVERYTHING!

4. Institutional integrity
• Integrity refers to the extent to which institutional actions accord
with stated intentions (‘public institutional justification’ – PIJ:
– ‘Our purpose is to lead the sustainable transformation of Australia’s built
environment’ (PIJ: GBCA)
– Consistency-integrity: actions accord with public institutional justification
(PIJ);
– coherence-integrity: organisational arrangements (governance) accord
with PIJ (especially relevant to nested/polycentric institutional
arrangements e.g. building and construction);
– context-integrity: environment facilitates living up to PIJ
– Contingency: random events impact on meeting PIJ
• The more these accord one with another, the fuller or more
comprehensive the level of integrity 4

5. Governance
• Governance refers to the structures and processes
(organisational arrangements) for steering and co-
ordinating relations between actors within
institutions
– Legitimacy is determined by the extent to which values (and
what kind) steer and co-ordinate stakeholder interactions, and
the products they create.
5

6. Structure
Participatory
Governance system
Interaction
Collaborative
Process
Deliberative
Outcomes
(Substantive and Behavioural; i.e. policies and/or
programmes/standards which solve problems and change
behaviour)
LEGITIMACY
Inputs
Evaluation of governance
performance
Outputs
6

7. Values
• Governing values: higher order ethical
considerations
• e.g. GBCA ‘to create healthy, resilient and positive places
for people.’
• Governance values: norms that improve the way steering and
co-ordination occurs
7

8. Governance Values
8
Principle Criterion Indicator
“Meaningful
participation”
Interest representation
Inclusiveness
Equality
Resources
Organisational
responsibility
Accountability
Transparency
“Productive
deliberation”
Decision making
Democracy
Agreement
Dispute settlement
Implementation
Behaviour change
Problem solving
Durability
S
T
A
N
D
A
R
D
S

9. NAVIGATION PATHWAYS
9

10. • Do the project’s objectives match the
context(s)? What is the context(s)?
• Is the project consistent with activities on the
ground?
• Is there coherence between the different
aspects of the project?
• Is the project prepared for contingencies?
10
Building Integrity Checklist

11. Indicator
Inclusiveness Are all stakeholders included/involved?
Equality Is there a balance in power relations?
Resources Are under-resourced actors supported (e.g. training)?
Accountability Are project members acting responsibly towards all?
Transparency Are project members’ actions visible to all?
Democracy Are procedures fair, can stakeholders have their say?
Agreement Are there mechanisms for reaching agreement?
Dispute settlement Are there mechanisms for settling disputes?
Problem solving Have all underlying issues been resolved (e.g. affordability)
Behaviour change Has the solution resulted in changed attitudes/actions?
Durability Is the problem-solution long-lasting?
Governance values checklist
11

12. Thank you
t.cadman@griffith.edu.au
@tim_cadman