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Ethics for social entrepreneurs
Hosted by Charles (hipbone) Cameron (June 2009)
Is there a code of behavior for social entrepreneurs?
Turn inwards where morality meets ethics, and you'll likely find some sense of what lines cannot be crossed, a moral sense -- but if you look around outside, can you also find a code that's agreed by your peers, that guides you in cases where your personal sense of morals may be conflicted -- and perhaps even instructs you to a narrower range of choices on occasion?
Does the community of entrepreneurs answering a social vision have a formal code?
Professor David Batstone offers ten Principles for entrepreneurial ethics. Reading them, I wonder how far they go towards converting an "entrepreneurial venture" into a "social entrepreneurial venture" by their very nature:
1. Company directors and management will consider their work force valuable team members, not merely hired labor.
2. A company will think of itself as a part of a community, not just a "market."
3. A company will take every possible care to ensure the quality and safety of the products it brings to the public.
4. A company will treat the environment as a silent "stakeholder," a party to which it is wholly accountable.
5. A company will strive to diversify the kind of people who lead and manage its affairs.
6. A company will pursue international trade and production based on reciprocal exchanges that respect the same rights accorded its own people.
7. A company will nurture an organizational culture that encourages its employees to give critical feedback on unethical practices, and even "blow the whistle" when their voices are ignored.
8. A company will protect the privacy rights of its suppliers, customers, and employees.
9. A company will deliver what it promises, and promise what it can deliver.
10. A company will not seek to generate any revenue from practices that threaten life.
What further principles would be required for social entrepreneurs? Do any of Dr Batstone's principles seem impracticable or not relevant in the culture you are working in? What stories can you tell about ethical problems, lapses, and successes in the field (you may want to read Leila Chirayath Janah's experience)?
- Does your social enterprise have a code of ethics? Formal or informal?
- If not, would it help to have one?
- If informal, would it help to formalize it?
- If formal, is it ever a problem rather than a solution?
- Does the world of social enterprise have a code of ethics?
- If not, would it help to have one?
- If informal, would it help to formalize it?
What should such a code contain?
How would it address the very different circumstances (ranging from government support to active governmental opposition, persecution or suppression, from richest and most advanced to least advanced and poorest, and from the purely local and marginal to the global and widely supported) in which social entrepreneurship is practiced?
Bribery, for instance: is it ever even remotely acceptable -- or is it sometimes a necessity if you intend to get food supplies to the starving?
Dive in, have your say -- join Charles (hipbone) Cameron in discussing the ethics of social entrepreneurship.


Ethics ... and values
Here's our input on your questions:
Does your social enterprise have a code of ethics?
YES
Formal or informal?
Both. We have a general formal code, plus we have added a specific one for Directors, Senior personnel, trustees.
If formal, is it ever a problem rather than a solution?
No. They are guidelines ... it expresses in writting our own values.
Does the world of social enterprise have a code of ethics?
Don't know. But it should.
To see our general one visit our website, www.empowerment-gateway, under about. if you want a copy of our directors governance policy, I can e-mail it.
In our new project the Adopt-a-Pothole programme the following applies:
This is a social enterprise development model that has the twin aims of generating profit and social return. Those aims are clearly defined in the trusts deeds and in supportive policies and procedure documentation.
The Participating Stakeholders:
Shall take a custodianship role and be responsible operators, leaders, managers, trustees, patrons, sponsors or adopters.
Participating businesses in this programme, including large corporations, shall accrue fair returns and value for their shareholders, but not at the expense of the legitimate interests of the other stakeholders of this programme.
Shall operate sustainably, meeting the needs of the present generation without compromising the ability of future generations to meet their needs.
Shall govern in a manner that is participatory, transparent, ethical, and accountable.
Shall not infringe on universal human rights.
Bribery in our view is NEVER ACCEPTABLE.
Promotion of Custodianship rather than Ownership will assist in alleviating bribery and corruption:
Our tatement is:
In the same way that no one owns the oxygen that we all breathe, and there is always enough to sustain life on a day-to-day basis, the same principle must apply everywhere else … but it needs a paradigm shift.
Empowerment Gateway founders believe that every single person on the planet has a custodianship role and responsibility on behalf of current and of future generations.
They believe that too much emphasis has been placed on “ownership” which is detrimental to society, as instead of reducing poverty and unemployment, addressing such things as climate change, deforestation, etc, the ownership myth continues to widen the economic gap and negatively impacts on the sustainability of the planet for future generations.
We have found that the ownership myth, places more emphasis on the intangible value and limited-life-use of “property and physical assets” than on people or planet, while, custodianship emphasizes the value of safeguarding the “property, tangible and intangible assets” for all future generations and planet.
Ownership fosters competition and conflict while custodianship fosters cooperation and empathy.
Hope this gives a view of our values.
Regards
Laurinda Seabra