code. Modify as desired. Step 10 Code alignment. Compare the agreed upon ethics code to that of the larger – organization or to the relevant industry or association. Modify as desired. Step 11 Code review. Present the code to legal counsel, executives, and the board of – directors for their approval. Modify as desired. Step 12 Code communication strategy. Create a strategy for communicating the code to – all employees and key constituents. (Collins 116) Step 13 Code revision. Annually assess code awareness, discuss code relevance with – employee groups, and revise as needed. (Collins 117) Connecting Code of Ethics to Strategic Planning The Code of Ethics can be a key aspect of an strategic plan. Strategic organization’s planning integrates an mission with its vision and provides clear direc- organization’s tion on how the organization will progress from its current situation to a highly desired future situation. Connecting the code to an mission and vision, rather than organization’s keeping it separate, establishes credibility and visibility for the Code of Ethics. Mission statements, vision statements, and Codes of Ethics serve unique pur- poses. Combined, these documents define the organization to internal and external constituents. An mission statement describes what an organization does and for organization’s whom.24 For is a medium-sized restaurant focus- ing on organic instance: “Studio67 foods and an intriguing atmosphere, in a prime neighborhood of Portland.”25 A vision statement describes what an organization aspires to become in the fu- ture. vision statement vision is to be the world leader in General Motors’ reads: “GM’s transportation products and related services. We will earn our siasm customers’ enthu- through continuous improvement driven by the integrity, teamwork, and in- novation of GM people.”26 The word in the vision statement provides a link to elaborate “integrity” General Motors’ and advertise the ethics code. The shared values embodied in a Code of Ethics company’s provide relationship consistency between the orga- nization and its stakeholders in the present and future. mission and vision may fluctuate, but the way the General Motors’ company treats stakeholders will be consistent. Strategic plans are communication devices. Ideally, an mission statement, organization’s vision statement, and Code of Ethics communicate a that em- ployees and other “cause” stakeholders can rally around, and potential customers want to be a part of. Jim
code. Modify as desired. Step 10 – Code alignment. Compare the agreed upon ethics code to that of the larger organization or to the relevant industry or association. Modify as desired. Step 11 – Code review. Present the code to legal counsel, executives, and the board of directors for their approval. Modify as desired. Step 12 – Code communication strategy. Create a strategy for communicating the code to all employees and key constituents. (Collins 116) Step 13 – Code revision. Annually assess code awareness, discuss code relevance with employee groups, and revise as needed. (Collins 117) Connecting Code of Ethics to Strategic Planning The Code of Ethics can be a key aspect of an organization’s strategic plan. Strategic planning integrates an organization’s mission with its vision and provides clear direc- tion on how the organization will progress from its current situation to a highly desired future situation. Connecting the code to an organization’s mission and vision, rather than keeping it separate, establishes credibility and visibility for the Code of Ethics. Mission statements, vision statements, and Codes of Ethics serve unique pur- poses. Combined, these documents define the organization to internal and external constituents. An organization’s mission statement describes what an organization does and for whom.24 For instance: “Studio67 is a medium-sized restaurant focus- ing on organic foods and an intriguing atmosphere, in a prime neighborhood of Portland.”25 A vision statement describes what an organization aspires to become in the fu- ture. General Motors’ vision statement reads: “GM’s vision is to be the world leader in transportation products and related services. We will earn our customers’ enthu- siasm through continuous improvement driven by the integrity, teamwork, and in- novation of GM people.”26 The word “integrity” in the General Motors’ vision statement provides a link to elaborate and advertise the company’s ethics code. The shared values embodied in a Code of Ethics provide relationship consistency between the orga- nization and its stakeholders in the present and future. General Motors’ mission and vision may fluctuate, but the way the company treats stakeholders will be consistent. Strategic plans are communication devices. Ideally, an organization’s mission statement, vision statement, and Code of Ethics communicate a “cause” that em- ployees and other stakeholders can rally around, and potential customers want to be a part of. Jim
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