Read the chapter by Wendy Makoons Geniusz, and consider the following questions:
- What are three concepts that stood out to you in this reading? Describe what each of these concepts mean (how they are defined in the reading, or your interpretation), and why they are meaningful to you.
- What are some of the practices that are part of ‘returning to yourself’, for you? How do you relate to the concept of biskaabiiyaang ?
- What is a question you have about this reading? Is there anything that was unclear, or that you’d like to learn more about? Or, make a discussion question (a question you could ask to your peers, to spark discussion).
Deloitte& Touche recommends more than fifty topics that may be included in codes ofconduct. Some of these that may particularly applicable to codes of conduct forprofessional organisations include client service, confidentiality, compliancewith professional standards, independence, conflicts of interest, licensure,fraud, personal conduct, and privacy. In addition, and importantly, the firmrecommends that, in addition to stating expected behaviours, codes of conductshould include enforcement and implementation mechanisms that address thenotion of accountability and discipline for unacceptable behaviour. The RICS,which was highlighted earlier, has a comprehensive, 56-page code of conductcontaining many of the topics recommended by Deloitte & Touche withsections focused on personal and professional standards, conduct ofprofessional activities and business, practice details and co-operation,conflicts of interest, impartiality, and independence (Royal Institution ofChartered Surveyors Rules of Conduct, 2004). In addition, and as suggested by Deloitte & Touche, the RICS has issued a 28-page supplement to the code of conduct specifying disciplinary rules. These rules state the constitution of disciplinary bodies, possible contraventions (initial processes, rights, and powers), and powers of disciplinary bodies. (Royal Institution of Chartered Surveyors, Disciplinary Rules, 2004). Professional Codes of Conduct: Effects onMember Behaviour and Conduct Lindsay, Irvine, and Lindsay (1996, citedin Messick, 1999) write: failure to seriouslymonitor, measure and reward (punish) the performance of individuals on theethical plane will leave codes of conduct operating in a vacuum, of littleuse in actually promoting ethical behavior. But what mechanisms take place in shaping thedesired behaviours of members of professional organisations? Operantconditioning and social learning theories help to explain how codes of conductcan help in encouraging desired behaviours. Operantconditioning, which contends that behaviour is a function of theconsequences of the behaviour, suggests that desired voluntary behaviour leadsto a reward or prevents a punishment; in social learning peoplelearnthrough observation and direct experience (Robbins, 1998). Codes of conduct,by specifying the desired behaviours as well as associated rewards andpunishment, guide those affected into behaving as desired (operant conditioning).The enforcement of the code of conduct against those who violate its rules, andthe publicity of the consequences, serves as a model to others on properbehaviour (social learning).>GET ANSWER