>> MIM Speaks
WILL WE EVER LEARN TO BE ETHICAL?
NOVEMBER 19, 1995 -
THE STAR
APART from developments in politics, economics, civil unrest
and sports, a major attention of world media is centred on
scandals, corruption and unsavoury behaviour unrelated to the
activities of the mafia, the yakuza or the underworld.
The headlines are associated with the unethical behaviour of
those in position. People whom we feel should know better.
Will we ever learn?
Unethical behaviour comes in many forms. At a lower level is
the payment counter clerk in Johannesburg who tried to induce
me to buy a pair of shoes at half the price without a receipt
or the shop assistant in Marks and Spencer in Britain who
misappropriated 44,000 (RM173,360) worth of merchandise.
At a higher level is Nick Leeson of Barings who acted
irresponsibly by dealing in derivatives or Christopher Skase,
the Australian who milked shareholders and is now a fugitive
in Spain.
At the highest level are Prime Ministers and Cabinet Ministers
whose reputations have been soiled by political payoffs and
shady deals.
Unethical behaviour is also rearing its ugly head in the
professions. Most professions have an unwritten code of
conduct-in medicine by way of the Hippocratic Oath, in law and
in accounting by rules governing conflict of interests.
Professional duty is measurable for neglect-and litigation for
improper professional conduct is now available. The death of a
patient, the collapse of a building and the failure of a
business can now often be traced to behaviour unbecoming of a
professional.
Caveat emptor can no longer be justified. It is, therefore,
comforting to house buyers to know that legislation to
increase the penalty for professional negligence on all part
of all professionals in constructing a building has been put
in motion.
In Malaysia, the most widely-publicised form of unethical
behaviour in recent years lies in sports, particularly
football. Measures have been taken to wipe out bribery and
corruption; but the rot is so pervasive that it saddens fans
to find out that a game of skills has become a pantomime.
We must have hope in the goodness of people if we are to
achieve the noble objective of a united, prosperous, moral and
ethical society. The law is fashioned to protect the wider
interest of society. It is expected that the law acts as a
deterrent and will eventually be applied to the wrong-doers.
It is also hoped that as people become more educated and
enlightened, they are less gullible to promises of instant
gratification, and consumerism becomes a major force in
checking abuses.
How do we develop ethical behaviour? We can preach in the
classroom. In fact, American concern for the high incidence
of white-collar crime has seen the creation of chairs in
universities for the study of ethical behaviour. Even the
Harvard Business School, long regarded as the citadel for
developing capitalistic and opportunity-seeking managers, has
deemed it necessary to introduce ethics as part of its
curriculum.
Managing finance and business requires the same professional
commitment of a doctor who manages the health of a patient. A
managerial code of conduct that spells out clearly the
responsibilities to all stakeholders is the equivalent of the
Hippocratic Oath.
In preaching in the classroom, words have to be backed up by
data. Cases of impropriety and all forms of transgressions
should be put under the microscope for analysis and as lessons
for appropriate behaviour. Too often, schools and universities
tread the easier path of playing up on virtues, but scant
attention is devoted to vices.
"Thou shall" should have a balance of "Thou shall not." Heroes
should be juxtaposed with villains. How better can we
demonstrate that crime does not pay than by exposing our youth
to the folly of crime.
We pride ourselves on our Asian roots with a tradition of
proper conduct shaped and influenced by the home and by our
community-conscious culture. Across the Asian landscape we see
the importance placed on the interest of the community, often
ahead of the interest of the individual.
Throughout the centuries kinship, tribalism and collectivism
dominated the thinking and action of farmers, samurai warriors
and traders. In Malaysia the gotong-royong of the Malays, the
clan support structure of the Chinese and the
community-consciousness of the Indians are no symbols; they
are the foundations of society.
But rapid changes, development and modernisation have weakened
the foundations, and individual interests do seem to take
priority over collective interests. In so doing, the
opportunities for unethical behaviour to serve individual
interest at the expense of collective interest take root.
Modernisation is a double-edged sword. It brings material
comforts and new opportunities. But it often over-emphasises
materialism as a goal, not as a means to a better quality of
life.
We need to create greater awareness that Vision 2020 is not
just about increasing our economic wealth; it has everything
to do with creating the future Malaysian who is also expected
to have high ethical behaviour.
The slogan Leadership by Example needs to be resurrected and
emphasised. The declaration of assets and interest is a good
deterrent; leadership by example, which implies ethical
behaviour, is a dogma, an act of faith, a belief in oneself so
that we will do the things we believe in.
Ethical behaviour should have less to do with deterrent as
with the belief that it is the only course of action available
to us. Yes, we can learn to behave, but it will take national
consciousness and concerted effort to bring this about.
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