Principles of Ethical Communication

Principles of Ethical Communication

Communication is vital in any relationship, but especially when business relies on its leadership to deliver clear and consistent information to the workforce. People quickly learn the difference between expressed and real values, and instinctively know when an organization is acting out its values on a daily basis and rewarding people that go the extra mile. Ethical communication should be a top-of-mind priority for company leaders when addressing all stakeholders – whether they are peers, staff, customers or investors.

What Is Ethical Communication ?

Ethical communication is fundamental to thoughtful decision-making and responsible thinking. It is about developing and nurturing relationships and building communities within and across contexts, cultures, channels and media. Ethical communication is also accepting responsibility for the messages convey to others and the short-term or long-term consequences of communication. Whether talking to a close friend or addressing the workforce in an all-staff meeting, message must be truthful and consistent with value system. Misleading listeners and delivering a message that is clandestine or not truthful is the antithesis of ethical communication.

Furthermore, ethical communication might extend to the medium or even the language choose for delivering message. Using a medium that limits the audience or delivering a message in a language that audience does not fully understand, limits how message is received and perceived.

For example, if speaking to an audience of primarily deaf or hearing-impaired employees, ethical communication requires having a sign-language interpreter.

When not communicating ethically, listeners wonder if what saying is true. Lack of ethical communication leads others to question professional and personal integrity and to wonder if they can trust message, or even trust.

Principles of Ethical Communication

Ethical communication has several principles or foundational elements. Communicating fact-based messages honestly and accurately is central to ethical communication. Ethical communication values freedom of expression, diversity of perspective and tolerance of dissent. But while ethical communication should be honest and straightforward, it should never offend or provoke listeners.

Ethical communication allows access to the resources and facts that helped formulate the message. For example, if you are sharing information about stock performance, you are obligated to provide your audience with annual reports, filings with the Securities and Exchange Commission or shareholder reports.

Ethical Communication in the Workplace

Communication in the workplace occurs at all levels; supervisor to employee, manager to supervisor and executives to employees – one-on-one and in group settings. For example, a supervisor delivering a performance review to an employee should follow ethical communication standards.

When addressing a high-performing employee, a supervisor must strike the right balance by praising exceptional performance in some areas with ideas for improvement in others. Conversely, a review of an employee who is performing at a mediocre level needs to be candid so that the employee can see their job weaknesses from the supervisor’s perspective, which allows her to focus on improving in those areas. A supervisor must communicate honestly and truthfully to her employees by giving recognition for strong performance and coaching or guidance at times when the employee needs to get back on track and meet the company's expectations.

Human Resources Role in Ethical Communication

The human resources department typically is the go-to department for employee communication. HR should be involved in all messages to employees, especially those that come from the highest level of leadership.

The human resources department is generally responsible for crafting messages that leadership will deliver to employees. HR also responds to employees' questions about the message. 

References

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Adamis, D., Martin, F.C., Treloar, A. and Macdonald, A.J.D. (2005), Capacity, consent, and selection bias in a study of delirium.Journal of Medical Ethics, 31, 137-143

Agarwal, M.R., Ferran, J., Ost, K. and Wilson, K.C.M. (1996), Ethics of informed consent in dementia research – the debate continues.International Journal of Geriatric Psychiatry, 11, 801-806

Aita, M. and Richer, M-C. (2005), Essentials of research ethics for healthcare professionals.Nursing and Health Sciences, 7, 119-125