Engineer’s Responsibilities and Rights

Professionalism at the workplace…

• Professionalism at work involves competence, a

sense of fun and excitement, good conduct, and
personal commitments
• Engineer’s main responsibility: Top performance
and professionalism
• What are the key issues at work?
• Some things matter, some do not? Which ones?
Many different perspectives...
• Example: Dress code?
• Example: Office space/decor “code”?
Tech- inspire
 Teamwork
• Ethical corporate climate:
– Ethical values in full complexity are acknowledged
– Responsibilities to constituencies affirmed (other teams,
departments, administration, clients/customers)
– Ethical language is acceptable (you can say what you
think is right and wrong)
– Management (you?) sets moral tone in words, policies,
and personal examples, and each person does too.
– Examples: Lunch/break lengths,
work diligence, time sheets
– Procedures for conflict
resolution in teams are important
Ethics is not just doing what makes
the company money!
• Loyalty and collegiality:
– Example: Acceptance of job offer, what do you owe the
company? Can you interview? Take another offer?
– As an employee, fulfill contractual duties to employer
(get the job done to your best abilities)
– Example: Has corporate loyalty to employees
degraded? How easily can you get fired if you are
performing well? Does this imply that your loyalty
should degrade? Creates a bad tone!
– Attitude (collegiality)
• Willingly seek to perform duties
• Enthusiastic, not “forced”
• Closely related to loyalty
• Over long time periods good attitude can be difficult to
maintain
• Managers and engineers
– Respect authority, but…
– Your demands for professionalism, and appropriate
professional tone set by the boss and in the workplace,
are important!
– Example: Porn in the workplace
– Expert authority is important, a key aspect of
professionalism, and something that should be
respected (even if someone is not your boss)
– “Company-orientation” (engineering, customer,
finances, marketing). What mix is best? You
may decide this if you are the boss.
– How does the company manage conflict?
Managers?
Ombudsperson? Organizational structures?
 Confidentiality and
Conflict of Interest
• Confidentiality
– What to keep secret?
– “Proprietary information” - disclosure to
competitors would hurt the company. The company
has a right to some secrets.
– What about a right to secrecy about poor practice,
unethical policies and practices, etc.?
• Changing jobs:
– Confidentiality to old employer does not cease!
– But, there is a soft boundary as you always bring along
your expertise and experiences (i.e., your brain)!
• Management policies?
– Mark documents as “proprietary”?!
Make clear statements about what is and is not
confidential.
– “Employment contracts”
• Have you signed one?
• Did you read the fine print?
• Example: Do you own work that you do at home at night
on unrelated projects?
• Clear policies are critical! They help set a
professional tone since they set clear boundaries.
Everyone then knows what is right or wrong.
 Conflicts of Interest

• Situations that if pursued could keep

employees from meeting obligations to
employer:
– Gifts, bribes, kickbacks? Have you done
this?
Is is always unacceptable? When/where is it
acceptable?
– Interests in other companies (suppliers?)
– Insider information (impact on stocks)
 Rights of Engineers

• Professional rights
– Right of professional conscience (moral
autonomy)
– Right of conscientious refusal (can refuse to be
unethical just because you view it to be that
way)
– Right to recognition, fair pay
 Employee rights…

• Privacy (e.g., in computers). To what extent can

the company pry?
• Equal opportunity, nondiscrimination, sexual
harassment, affirmative action
– Have you seen discrimination in the workplace?
– Have you seen sexual harassment in the
workplace?
• What should you do about it? Just because you see
it, are you responsible?
• Examples: Should you date co-workers? Is it a
good idea to date the boss?
 “Groupthink” (Harris et
al.)
• Only within-group discussions, form a
“parochial” perspective (for
technology, ethical and social justice
issues)
– Illusions of invulnerability (we can do no wrong)
– Illusion of morality (in group, view all as ok)
– Self-censorship (only within group)
– Illusion of unanimity (dissent perhaps not
allowed)
– “Mind-guarding” (not letting in outside
views)
• Need dissent, diversity, outside surveys/
 Whistle-Blowing

• What is whistle-blowing?
• Disclosure by employee outside approved
channels, to group that may take action
• Topic is a significant moral problem (e.g,
public safety)
• Examples: Ernest Fitzgerald and the C-5A,
Dan Applegate and the DC-10 (see the
book)… here, consider the Virginia
Edgerton phone/police car case…
 Computers and Police Cars
(S. Unger)
• Virginia Edgerton worked as a system analyst for the New
York City Police Department in 1977, when the
department was implementing a new computer system
called PROMIS. Edgerton was on the PROMIS team, and
when she learned that the system was going to be installed
on the same server that ran SPRINT, an online police car
dispatching system, she questioned whether this should be
done before investigating whether running both systems on
the same server would impact the SPRINT response time.
Her supervisor did not give her concern any weight and
proceeded with the project. Edgerton went to IEEE for
advice and support in resolving this potential safety issue.
Did she do the right thing?
 Moral guidelines for
whistle-blowing…
• “Permissible and obligatory” if:
– Actual or potential harm is serious
– Harm is documented
– Concerns have been reported to superiors
– Do not get satisfaction, explore all other
organizational channels to the top
– Reasonable hope that whistle-blowing
will help prevent or remedy the harm
– Example: Challenger case
• But, specific cases raise
problems with such guidelines
 Commonsense procedures…

1. Except in rare emergency, work through

channels
2. Know the rules for making appeals
3. Be prompt in objecting
4. Be tactful, low-key, avoid getting
emotional (stay professional, focus on
objective issues)
5. Be considerate of feelings, avoid personal
criticisms
 Additional commonsense
approaches…
1. Keep supervisors informed (discussions
and memos)
2. Be accurate, document
3. Consult trusted colleagues
4. Before going outside, consult ethics
committee of professional society
5. Consult a lawyer
 Bay Area Rapid Transit (BART)
System
• Links San Francisco with cities across the
bay
• Built with tax funds
• Had tremendous cost overruns and delays –
attributed to introduction of innovative
methods of communicating with individual
trains and controlling them automatically
• Plain fail-safe operation was replaced by
complex redundancy schemes
– Fail-safe systems have a train stop if something
breaks down
– Redundancy tries to keep trains running by
switching faulted components to alternate ones
• Opportunity to build rail system from
scratch, unfettered by old
technology
• Engineers felt that too much
experimentation was done without
safeguards
• Three engineers: H. Hjortsvang,
R. Bruder,
M. Blankenzee identified dangers only
recognized by management much
later
– Unsafe automatic train control
– Testing it and operator training
inadequate
• The three engineers wrote a number of
memos and voiced their concerns to their
employers and colleagues (even though
none of them were not specifically assigned
to the safety of the automatic control
system)
• Hjortsvang wrote an anonymous memo
summarizing the problems and distributed it
to nearly all levels of management
• Memo argued for a new systems
engineering dept.
• Management felt that the memo was
suspicious and unprofessional (being
unsigned) since done outside
normal channels of accountability
• Management felt that Hjortsvang wanted to
be the manager of the new dept.
• The three engineers contacted members of
BART’s board of directors when their
concerns were not taken seriously by lower
levels of management
• Management perspective on this was that
they acted improperly since not an approved
organizational channel
• To get independent view, the engineers
contacted a private engineering consultant
• One BART director, D. Helix, listened and
agreed to contact top management while
keeping the engineer’s names confidential
• Helix released unsigned engineer’s
memos and the consultant report to local
newspapers
• Management sought to locate source of
Helix’s information. Engineers lied
about their involvement
• At Helix’s request engineers later agreed
to reveal themselves by going in front of
board of directors to try to remedy safety
problems
• But they were unable to convince the board
of those problems
• Engineers were given the option of
resigning or being fired (for
insubordination, incompetence, lying to
superiors, causing staff disruptions, failing
to follow understood organizational
procedures)
• Subsequent studies proved the safety
judgements of the engineers were sound
(changes in automatic train control
were made)
• Engineers sued BART (settled out of court)
• IEEE filed a “friend of the court”
document noting in the engineer’s defense
the engineer’s professional duty to
promote the public welfare as stated in
IEEE’s code of ethics
• Do you agree with the following
observations, and do you have others?:
– Engineers should have been better-prepared to
present their case before the board of
directors (they needed to be able to absolutely
convince them that there were safety
problems)
– Should not have sent an unsigned memo to all
levels of management (should have informed
boss and sent signed memo, then if not satisfied
justified to go to board of directors)
 Attendance Question

• For those of you who have had an

engineering job, describe unprofessional
behavior you have seen in the workplace.
– Do not use names of people/companies
– Save descriptions of discrimination and women’s
issues for the end of the next lecture
– I reserve the right to publicly speak/write about the
cases and will not pursue cases. This is only for
education!
– Can put your name on a different sheet
Please: Put your name on the sheet of
paper and turn it in...