Ethics and Integrity Leadership Training Course

Participants can use structured ethical decision methods to reach and document defensible decisions.

• Rest's four-component model used to diagnose ethical decision failures
• PLUS decision-making model applied to competing duties and consequences
• Rights, justice, utilitarian and virtue tests compared for difficult choices
• Facts, assumptions and value judgments separated before reaching conclusions
• Documenting decision rationales with evidence, dissent and approval records
• Escalation thresholds defined for legal, ethical and reputational exposure

Participants can assess ethical culture and select interventions that address conduct risks at their source.

• Ethical culture assessed through speak-up, fairness and accountability indicators
• Edgar Schein's three culture levels linked to visible conduct
• Psychological safety distinguished from tolerance of misconduct or poor performance
• Reward systems reviewed for pressure, conflicts and unintended consequences
• Manager conversations structured using the SBI feedback model
• Culture interventions prioritized through root-cause analysis and control ownership

Participants can identify, disclose and manage conflicts of interest using clear approval and recusal controls.

• Conflict-of-interest categories classified: financial, personal, outside employment and political
• Disclosure registers designed with recusal, review and renewal fields
• Related-party transactions assessed using independence, transparency and approval criteria
• Gifts, hospitality and travel evaluated against policy thresholds
• Procurement decisions protected through segregation, declarations and auditable scoring
• Personal relationships managed without favoritism, retaliation or confidentiality breaches

Participants can identify bribery risks and specify proportionate controls for third parties and sensitive payments.

• ISO 37001 controls linked to bribery risk scenarios
• Bribery red flags identified in agents, tenders and facilitation payments
• Third-party due diligence scoped by ownership, sanctions and reputation
• Approval controls tested for charitable donations, sponsorships and political contributions
• Books-and-records failures connected to concealed improper payments and false invoices
• Risk-based monitoring plans assign control testing, exceptions and reporting

Participants can establish credible speak-up responses that protect reporters while ensuring fair case handling.

• Speak-up channels compared for anonymity, accessibility, independence and record retention
• Non-retaliation commitments translated into manager actions and monitoring indicators
• Intake triage separates urgent safety, legal and conduct allegations
• Confidentiality boundaries explained without promising absolute secrecy or predetermined outcomes
• Reporter communications planned using acknowledgment, updates and closure messages
• Case data protected through need-to-know access and retention rules

Participants can plan a fair investigation with appropriate scope, evidence handling, interviews and corrective actions.

• Investigation charters define scope, authority, independence and reporting lines
• Allegations converted into issues, evidence sources and interview plans
• PEACE interviewing framework supports fair, non-coercive fact gathering
• Evidence logs maintain provenance, access history and chain of custody
• Findings distinguish substantiated facts, policy breaches and unresolved questions
• Corrective actions address people, process failures, controls and communication

Participants can assign conduct-risk responsibilities and report meaningful integrity information to senior oversight bodies.

• IIA Three Lines Model assigns management, assurance and oversight roles
• COSO Internal Control components linked to ethical conduct risks
• Board reporting separates leading indicators, incidents and remediation status
• Ethics metrics selected for culture, cases, training and control failures
• Control owners document frequency, evidence, exceptions and escalation routes
• Assurance reviews test whether stated values match operating reality

Participants can challenge unethical conduct constructively and make balanced decisions in ambiguous situations.

• Stakeholder maps expose competing harms, duties, power and vulnerability
• Bias interrupters challenge obedience, groupthink, self-serving and sunk-cost reasoning
• Ethical dissent voiced using inquiry, evidence and respectful challenge
• Pressure scenarios analyzed through options, consequences and escalation pathways
• Cross-cultural norms examined without excusing bribery, discrimination or coercion
• Decision records capture alternatives, stakeholders, approvals and follow-up commitments

Participants can create a practical ninety-day plan for improving integrity leadership, controls and accountability.

• Integrity priorities translated into ninety-day leadership action plans
• Risk registers rank conduct exposures by likelihood, impact and control strength
• RACI matrices assign ownership for reporting, investigations and remediation
• Communication plans sequence leader messages, manager briefings and policy reminders
• Success measures set baselines, targets, review dates and accountabilities
• Personal commitments specify behaviors, allies, obstacles and accountability checks