We watched in awe as the speaker of the British House of Commons resigned amid a growing ethics scandal among its elected members -- the first such resignation in three centuries. Many of these parliamentarians had charged outrageous personal expenses to the government.

At the same time, Canadians were treated to six days of former prime minister Brian Mulroney squirming in the witness chair at the Oliphant Commission as he was pounded by questions about the ethics surrounding his clandestine acceptance of envelopes stuffed with money. National opinion polls showed that people not only saw his behaviour as unethical, they perceived it to be illegal.

On a local level, we learned of a well-known bank robber who was thrown back in jail after his old patterns of behaviour appear to have caught up to him. Why is it that people never seem to learn?

While some people might be gloating at seeing people like Mulroney on the hot seat, we have to realize that unethical behaviour is not restricted to parliamentarians or to corporate leaders. There is plenty of unethical behavior that occurs right before our eyes, among ordinary corporations and employees. For instance, it wasn't that long ago that we witnessed the shredding of evidence and irregular accounting procedures during the Enron scandal. At the same time, unethical behaviour in the workplace is not limited to such higher level failings, it occurs among front-line workers.

So, what does this type of unethical behaviour look like?

Examples on the front line are numerous and vary in importance. For instance, the seemingly innocent removal and use of someone's personal coffee cup without permission can be considered unethical. Parking in a handicapped parking spot while you go shopping is also unethical, if you're not handicapped. Overcharging for a product or service is unethical. Not paying your bills is unethical. Starting false rumours about a competitor or a colleague at work is unethical. Finally, a supervisor who treats employees with disdain and bullies them into submission is also engaging in behaviour that is unethical.

There are many more examples, but the big question is why do people act this way? Is it simply ignorance of social graces? Is it conflicting loyalties, group think or pure stupidity? Or, is it simply an issue of personality? The answer is complex but in my view, unethical behavior is typically found with people who are self-centred and motivated by a strong need for personal power, money and greed. They are often also short-term thinkers with a high sense of entitlement. They want to be perceived as having great influence and yet in their critique of others, appear oblivious to their own misbehavior and fail to recognize that they are alienating others.

Unethical people do take time to weigh their options, but their world view always leads them to choose the option that is best only for them. They will rationalize that the "ends justify the means" or that since their action is legal, it is automatically ethical. Some people feel that society's rules don't apply to them and/or how other people view their behavior is simply "not their problem." But to be fair, it must be admitted that there are indeed some decent people who have on occasion made an unethical decision.

At the same time, we can't make excuses for unethical behavior nor can we tolerate it. Unethical behavior is dangerous and can destroy an organization. Customers, clients and employees alike will lose confidence in organizational leaders and will begin to flee to other venues. This will affect the organization's reputation and financial security. Over time, the organization will implode, resulting in closing, bankruptcy or the sale of assets.

What can be done? Since ethics is all about being accountable by making the right choices, corporations and not-for-profit organizations alike need to put in place a decision-making process that will help their employees to make the right decisions every time. The following simple five-step model can be applied to any organization.

Step 1: Recognize the issue -- Determine what must be decided and then develop at least three options and examine each option to determine which ethical principles and values are involved. Select the options that are ethically justifiable.

Step 2: Get the facts -- Be sure you are working with solid facts rather than personal beliefs or opinions. Look at the credibility of the information source, identify any self-interest or bias and examine the benefits, burdens and risks.

Step 3: Evaluate and decide -- Examine the potential consequences of your proposed actions and evaluate who might be helped or harmed by your action. Take time to create and examine worst-case scenarios, test your decision and determine if your goals and/or methods could be modified and then make a decision.

Step 4: Implement -- Develop an implementation plan that maximizes the benefits and minimizes costs and risks to your organization or corporation. Don't be swayed by any selfish attitudes.

Step 5: Monitor and reflect ---- Assess the ongoing success of your implementation and modify your plan as required. Determine what you have learned from your action and how you might do it again.

I believe that ethics is an "inside job." By that I mean it is an internal, personally derived model of behaviour that guides all of your actions. And therefore, as an individual, your behaviour at home in your personal life should not be different than your professional life. In other words, you must live by an ethical decision-making model at all times.

As a leader, your ability to make principled decisions will help to create a strong organizational culture that will ensure all key stakeholders make good decisions. As an employee, ethical behaviour will allow you to make fair and just decisions as you confront both the simple and the complex issues you experience every day. Focusing on the how and why of decision making will enable everyone to continually feel good about their decisions and not be fearful of breaching any of society's ethical boundaries.

Ask Mulroney and I am sure he will tell you that when society perceives you to have engaged in an ethical breach, it can damage your reputation and haunt you for a long time.

Source: A framework for Thinking Ethically, Santa Clara University.

Barbara J. Bowes, FCHRP, CMC, is president of Legacy Bowes Group and is author of the new book called Resume Rescue, a transferable skills approach. She can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it This e-mail address is being protected from spambots. You need JavaScript enabled to view it .