Ethical standards represent the values ​​and rules of ethics that must be followed by employees and managers of an organization. There may be different options. 1. Ethical and regulatory standards are consistent. This makes compliance with the standards easier. In particular, following the laws, taking into account the ethics of law-abiding. 2. The leader's behavior is unethical, but it does not violate the laws. Typically, a manager's ethical behavior is not regulated at the legislative level. Among the possible manifestations of violations of moral standards in practice, it is worth noting:

• · swearing, rudeness;
• · disrespect for someone else's point of view;
• · violation of the rules of public behavior;
• · disrespect for other people's physical disabilities;
• · concealment of inventions;
• · gossip;
• · this word is not respected;
• · the manager neglects the feelings and health of his subordinates;
• · immoral behavior in everyday life;
• · humiliation of subordinates;
• · the principle of acquaintance in personnel selection;
• · gifts from subordinates, interested and dependent people;
• · refusal of obligations assumed;
• · disclosure of commercial and official secrets of the organization;
• · failure to repay the debt on time;
• · disclosure of the source of information that was transmitted in confidence.

Mechanisms for regulating behavior work when such qualities of people as conscience, professional honor, duty, moral responsibility for their actions and the deeds of others are best manifested. The ethical level of an organization is characterized by the degree to which its managers and its ordinary employees are oriented in their behavior and decision-making to moral standards of behavior. The authority of a manager is greatly influenced by the presence of a high culture of communication, which is expressed in the standards of professional ethics. These include:

• - democratic communication between the manager and his subordinates and work colleagues;
• - his availability, attentiveness;
• - the ability to create a friendly atmosphere of trust;
• - politeness and correctness in handling;
• - accuracy and responsible attitude to this word.

Fit and neatness, clarity and organization in behavior are of considerable importance. But the external side of actions must correspond to the internal moral beliefs of the leader. Only under this condition can the norms of official etiquette help the leader communicate with people more effectively. Constant communication between a manager and his subordinates increases his authority and the level of trust in him, and affects the socio-psychological climate in the team. The effectiveness of the team’s work, its ability to solve assigned tasks largely depends on the moral and psychological climate, as well as on the prevailing “mood” of employees in the group, which, among other things, equal conditions, is determined, firstly, by the qualitative composition of the staff and, secondly, by the peculiarities of informal relations between the manager and the subordinate. Let's look at these problems in more detail. Scientific research and generalization of experience practical work indicate that the most productive work groups are those consisting of individuals of different ages, gender and temperament. Young workers are more accepting of new things, more energetic, but sometimes arrogant and not inclined to compromise. Older people, on the contrary, are quite conservative, but have life experience, are not prone to adventures, are able to make more informed decisions, and, as a rule, avoid conflict situations.

Further, purely female and purely male teams have specific disadvantages: in women’s teams, petty squabbles occur more often, there is more loss of working time due to the systematic discussion of everyday problems, etc., while in some men’s teams there are work time foul language and “bad habits” flourish. In other words, the joint work of people of different sexes, as it were, tightens workers, increases self-discipline, and demands on themselves. It is equally important to have individuals with different temperaments in the group, since each of them, as we have already found out, has its own advantages and disadvantages. Informal relationships between the manager and subordinates deserve the most serious attention. Along with the ability to choose the optimal leadership style in a given situation, it is necessary, first of all, to know the typical mistakes inherent in people of his status and to correctly build interpersonal relationships with staff. Typical errors include cases when:

• * the manager does not give specific tasks, but constantly annoys his subordinates with a large number of questions general;
• * “fixated” on one topic when communicating with staff, for example, labor discipline;
• * daily formulates new ideas for completing the task;
• * constantly preaches his plans;
• * does not trust his employees, abuses petty control;
• * enjoys paperwork;
• * inaccessible geographically and in time;
• *does not have ready-made solutions production tasks offered to staff.

The success of informal relationships with subordinates, without which it is impossible to form a sense of respect for your leader, depends on compliance with a number of principles and rules of business communication. Respect for the dignity of others is fundamental. The moral and psychological basis of this principle is the axiom of social psychology, according to which no person feels comfortable enough without positive self-esteem.

Consequently, the manager is obliged to see in each subordinate not a position, but an individual, show goodwill and tolerance, respect his personal life, but at the same time avoid advice in this area. It is advisable to always remember that “the strong never humiliate” and, therefore, it is unacceptable to raise your voice at your employee, attach labels like “lazy”, “idle”, “stupid”, etc. If a subordinate makes a mistake or commits an offense, he, as a rule, understands his guilt and adequately perceives the punishment, but if his boss hurts his pride, he will not forgive it.

Therefore, when analyzing a situation, it is necessary to separate the person and the action: criticize specific actions, and not the personality of the offender. It is important to remember that only those leaders are respected who are praised in front of everyone and reprimanded privately; never complain about their employees and, if necessary, take their blame upon themselves; admit their mistakes promptly and openly. Despite personal likes and dislikes, the manager is obliged to make the same demands on all subordinates, treat everyone equally, and not single out anyone; in front of strangers, address your employees by their first and patronymic names, regardless of their age. It is unacceptable to lecture and lecture staff if the manager himself does not comply with this requirement: only the manager’s personal example has educational value. Common mistake young managers - the desire to become “one of their own” among their subordinates. It’s better to keep your distance, separate personal and business, and avoid familiarity.

Otherwise, the order as a form of instruction will be ineffective. A manager does not have the moral right to hide information that is important to them from his employees. At the same time, he is obliged to suppress gossip and denunciations. Any boss faces complaints from his employees about working conditions, relationships within the team or with other departments. Even if the manager is not able to solve the problem himself, he is obliged to listen carefully to the subordinate. It is unacceptable to ignore the appeals of subordinates, because, as the American sociologist Diana Tracy correctly noted, complainants are not traitors.

It may very well be that the complainant is doing you a great favor by reporting a situation that others are suffering from but keeping silent. Thus, the basis for the success of any modern collective activity is the relationship of cooperation and mutual assistance.

In a broad sense, discrimination refers to the violation of human rights. Narrowly, as applied to labor relations, it is any exclusion or preference based on race, color, sex, religion, political opinion, foreign birth or social origin, resulting in the destruction or impairment of equality of opportunity or treatment in employment or occupation.

Since employees have the right to equal treatment, discrimination on non-job-related grounds is immoral in hiring, firing, and when deciding on bonuses and promotions.

A company that allows discrimination suffers damage from such a policy, since its decisions are not guided by professional qualities of this or that specialist, but by other characteristics. Systematic discrimination creates a class of people who are victims of injustice.

Discrimination in labor relations can be divided into several types:

• age. In general, people over 45 and under 20-23 are most likely to be discriminated against on the basis of age. Age discrimination can also be indirect, when older employees are encouraged by company management to retire at an earlier age;
• sexual Typically, women are discriminated against on the basis of gender, although Lately There is some weakening of this trend. But there is still a difference in wages between women and men in most European countries, the USA and Russia. However, men can also become victims of gender discrimination - for example, they will have difficulty finding a job as a secretary, since the prevailing stereotype that this is a “female” position will work here;
• on a national basis. As a rule, the targets of ethnic discrimination are ethnic minorities that have not historically lived in a given territory, but have arrived as a result of recent immigration. In Russia, migrants from former Soviet republics most often become victims of discrimination based on nationality. This is also due to existing stereotypes. At the same time, in some areas, especially where unskilled labor is required, employers would rather prefer migrants;
• bad habits. Discrimination against people with so-called bad habits is gaining more and more weight in labor relations. At the same time, the absence of bad habits is expressed in the form of the employer’s wishes, which largely depends on corporate culture the company and its leader;
• non-standard requirements. These include residence in a certain area of ​​the city, form of education, marital status, and presence of children. As a rule, such discrimination is dictated by expedient considerations of the employer, for whom it is more profitable to hire an employee who is not a full-time student and is not burdened family problems.

Discrimination is the most common legal and ethical issue in employment relations.

Since discrimination is not always overt, it is quite difficult to counteract it. At the same time, discrimination undermines the reputation of business activity as an area for the realization of human talents and opportunities that do not depend on nationality, race and other characteristics.

Overcoming established stereotypes of thinking is of great importance in overcoming the practice of discrimination.

So, during the lecture we examined the concept of “violation of business ethics,” as well as the main forms in which they are expressed.

Russian (and Western) business is still subject to such phenomena as corruption, fraud, unfair competition, and in the offices of Western and Russian companies Cases of mobbing and harassment occur.

Violations of business ethics are possible at any level, and the task of business ethics, as a scientific discipline, is to identify the mechanism that forces business entities to violate ethical standards and develop ways to overcome it.

One of the ways to overcome violations of business ethics is for business entities themselves to understand not only the inadmissibility of such phenomena, but also negative consequences in the form of direct economic losses and lost benefits.

Overcoming violations of business ethics is possible by codifying and establishing mandatory ethical standards in business. Another way is possible through the formation and improvement of the ethical culture of participants in business activities.

The first direction is already expressed in the emergence of Codes of Ethics that companies adopt, and compliance with which becomes mandatory for every employee.

About ethics management consulting Usually they talk a lot at various professional gatherings, but it is not customary to write about it. Because social space is limited, all more or less serious consultants know each other, you never know... Today I’m talking about him, and tomorrow he’s based on my reputation... And reputation is orders, and orders are money and welfare in general. So we remain silent, creating a favorable environment for all sorts of crooks and swindlers. And then the entire consulting community is judged by them. Thus, our delicacy and careful attitude towards each other turn into disaster for the entire professional community.

Ethical problems in management consulting can be divided into three large groups: problems of interaction between consultants, problems of behavior of consultants in relation to clients, and problems of behavior of clients in relation to consultants. From my point of view, the first group of problems entirely determines the content of the second. Since man is a systemic and holistic being, the way he behaves with his fellow craftsmen inevitably becomes his way of behavior with clients. And, don’t dismiss this thought out of hand! - both of these groups largely determine how the client will act in relation to the consultant.

Why, nevertheless, is it necessary to talk about ethical standards in the work of consultants? First of all, because any violation of ethical standards leads to the most negative and destructive consequences. Thus, the client does not receive help from the consultant. Destructive conflicts arise along all lines of interaction. The authority of the professional activities of consultants is falling. In client organizations, “intellectual starvation” sets in, often leading to a fatal outcome for the organization. The fragile stability of the formation of a market mentality and market economy in the country as a whole... And many other negative consequences.

There is one more issue that should be noted. When talking about the ethical problems of consultants, one cannot help but talk about violations of ethical standards. And this “casts a shadow” on the community. I don't want this. Let's get out of this situation like this. We will consider cases of deviation from ethical standards in counseling as a warning to clients and consultants, as a way of turning on an “alarm bell” that will warn every time potential client or the consultant will encounter a “convention violator.”

So, ethical issues group number one: norms and principles that consultants most often violate when interacting with each other.

1. They denigrate colleagues in front of potential clients in order to obtain an order or simply “out of the kindness of their hearts.”. I have always been amazed at the delight with which some savor negative information about other people. It costs nothing for such people to say about a colleague with a cannibal smile: “Oh, this one. This is how his clients are treated after his counseling... And his wife left him recently...” To appear big, bright and qualified against the backdrop of a mud-splattered colleague - this is the orientation of such people. And reap the fruits of your dirty deeds. But: evil released into the world always returns to a person tenfold. This is the law of human life.

2. They steal methods and other tools representing the know-how of colleagues. I already wrote about plagiarism in science. There are clearly three types of plagiarists. First: plagiarist bandit. This one simply takes other people's work and appropriates it for himself with clear eyes. And he speaks passionately everywhere about his brilliant achievements. The second type: plagiarist-swindler. This one somehow modifies what was stolen and appropriated. Well, since I added something of my own, God himself commanded that it be considered his own. And the third type: plagiarist-thief. Sometimes it is “conscientiously mistaken.” Sometimes - “Stole - he blushed, stole - he blushed...” And more often they don’t blush.

3. Take credit for the achievements of others. Most often you can see this in advertising materials. For example, a significant figure in the consulting industry announces that she has created something “for the first time in Russia.” And five to seven years before that, another “figure” created this “something” in a developed form, giving a serious practical effect. Therefore, when I hear that one of my colleagues “created something for the first time in Russia,” or even “in world practice,” I am wary and treat these declared feats with caution. The most objective judge is time. And it is it that has the right to judge who said “A” first. And if the person himself shouts about it, for me it is always doubtful.

4. They recommend “bad” clients to each other (who either don’t pay, or are unethical, or scandalous, etc.) in order to “do something nice for the other.” Of course, this violation can be interpreted differently. For example: if you are such a cool consultant, try to cope with this client... And then they watch with interest as a colleague who fell for a provocation, “bleeding”, tries to save his reputation and earn money. And they are very upset when he succeeds.

Ethical Issues of Group Two: ethical standards and principles that consultants most often violate when interacting with clients.

1. They promise something that they cannot do, or that is impossible to do at all.. The fact is that there are things that, with certain approaches, cannot be done. For example, it is impossible to change anything in an organization if you do not work within the framework of a people-centered approach. Technocratically and naturalistically minded consultants have read or heard that any organization can be made extremely profitable. And they are trying to do this... through improving accounting, or increasing the legal literacy of staff, or through improving financial schemes and the like. Which, in principle, does not allow solving problems of this class. These situations can be considered the same “conscientious delusion.” However, such intrusions of experts, who by misunderstanding call themselves consultants, into the living fabric of the organization, in most cases do more harm than good (changes in some subsystem lead to an imbalance of established connections and interactions). Which discredits professional consultants in the eyes of managers and owners.

2. They deceive the client using stenciled reporting documentation, into which the figures received in this organization are substituted. This case is a whole story. Some large consulting firms, based on the absolutely correct thesis that business in a market environment is a mass and technologized phenomenon, produce certain " standard documents"(reports, projects, certificates, etc.), in which pieces of text are highlighted in italics, which should be replaced with an "invoice" obtained during a preliminary examination or diagnosis of the organization. In such documents, recommendations are also standard. The problem is not that there are phenomena and problems that are repeated in different organizations. And that typical ideas about their solution come not from the organics, characteristics or history of a given organization, but from other people’s experience, which has turned into a speculative scheme. Such solutions cannot be used in specific organization, and when used, they cannot solve the problems of these organizations.Competent consultants understand this in the same way as a scientifically minded person understands that it is impossible to create a perpetual motion machine.

3. They use work in this organization to obtain information in the interests of another, possibly competitive one. This case is actually already criminal. Because there is a concept trade secret, and there is a law that protects this secret. But among consultants, there are cases where a close relationship with one client leads to a consultant working for another client passing on information about the second to the first. In order to confirm your loyalty to the first. And it’s possible to make money. In universal morality, actually, this is called betrayal. Knowing that such cases happen, some businessmen “on the shore,” that is, at the beginning of a relationship with a consultant, “dot the i’s.” Thus, one of the businessmen, who was recommended to me as an “extremely complex”, “difficult person”, at the beginning of our cooperation, demanded that the entire team of consultants sign a “Confidentiality Agreement”, in which the fine for violating confidentiality was $10,000. We signed. We have been collaborating for three years. A good way to prevent information leaks and punish possible leaks. I recommend it to all businessmen.

4. They use manipulative technologies to bypass the client’s consciousness and force him to act in a certain way.. Manipulation is, by definition, forcing a person to act as the manipulator needs, bypassing the consciousness of the one being manipulated. Many political consultants are experts in this field. The ability to manipulate the consciousness of the electorate is an indicator of the level of professionalism of consultants in this area. In the field of business and management consulting, manipulative methods are used less frequently. Maybe because businessmen are more attentive and sophisticated in working with people. It is possible that management consultants are less corrupt than political ones. How does this happen? For example, a consultant needs to receive an order. He makes a preliminary diagnosis and, based on its results, paints the future customer a terrible picture of what awaits him if he does not immediately resort to the help of this consultant. Thoughtful phrases like “It may be too late...”, or “You are facing such an acute crisis as you have never experienced before...” And here an optimistic picture is painted that will become a reality if... and so on. These are the simplest techniques. There are also more sophisticated ones. For example, “anchoring” some state of the client in order to evoke this state when it comes to money matters. Or “mirror” the client’s gestures and behavioral reactions to create a feeling of closeness and understanding with the consultant. It is clear that in these cases “do with him what you want”... You need to know about this.

5. They overestimate (to get more money) or underestimate (to get at least something) the cost of work. “Ask for more and they will give you at least half” is a fairly common logic, in accordance with which many consultants act. Inaccurate calculation of all parameters future work, assessment, use of criteria, and so on, but with the expectation that this will increase the image and credibility. I know a rather crafty young consulting firm that set the minimum price for its work at $30,000. I ask: “And they give it?” “But of course,” the young creature, recently hatched from some provincial university, answers me. “And we have also established bonuses...” Some consultants, on the contrary, underestimate the cost of work, are “embarrassed,” perhaps they have a conscience. But in a civilized society, dumping is generally flogged. A well-known university professor once proudly told me: “I made serious money this month from consulting.” “How much, if it’s not a secret,” I asked. “Three thousand rubles,” the professor answered importantly. Just some kind of country of unafraid professors. This is unprofessionalism in the field of management consulting. And violation corporate ethics. The price must strictly correspond to the volume, complexity and quality of the consultant’s work.

6. Violate agreements with the client regarding timing, volume, quality and effectiveness of work. Recently, on a plane flying Helsinki - Moscow, I met the head of law firm from Finland. We sat next to each other and quickly started talking. I started talking about a topic that has been tormenting me lately about the guarantees that business people should give each other, about the guarantees that these guarantees are real... and so on. For him, everything was so simple: all mutual guarantees had to be written down in the contract as legal document, and that's it. I say, how is everyone? What if they throw you away? “No,” he laughed. “You agreed with him and wrote it down in the contract.” I asked cautiously, don’t they throw money at them? It happens, he says, but at the same time a person’s image deteriorates, he loses authority, and as a result he will lose clients. And there is also a whole system, courts, arbitrations, and some other bodies that monitor all this. People know this and are simply afraid to break their word. That is, the ethical norm is supported by a system of legal norms, various organizations and the entire way of life. Well, let's say we also have something. Both the courts and the arbitration system. And we know firsthand about the importance of business authority. And security services in serious companies and banks. And the brothers are always on hand. A person just needs to know that for breaking words or promises, they will be beaten for a long time and painfully. Then everything will be in order with our business ethics.

7. Organize work in such a way that the client contacts this consultant again and again(“put on the consulting needle”). Many foreign and our IT companies compose programs in such a way that after a certain point the client who bought it software, problems arise: help is needed. Who to contact? Naturally, to the one who made the appropriate software and installed the system. You can feed like this for decades. And some of our management consultants go there too. At the end of some period of joint work, the consultant says: you have a problem new problem... I've met people like that, I know, I can help... Or an even more sophisticated move: you need constant consulting services. In world practice, this is called “outsourcing” (transferring part of the management functions to a third party). So maybe it's not a matter of ethics? And in the deepening system of division of labor and progressive specialization? This is a subject for thought.

Ethical Issues Group Three: ethical standards and principles that clients most often violate when interacting with consultants.

1. They refuse to pay, discrediting the results of the consultant’s work. A terribly unpleasant situation for a consultant. I remember the driver of one company, who was taking us to an unfamiliar boarding house for a seminar, got lost, and we were an hour and a half late. The furious manager, meeting us at the entrance, said the first phrase: “You are late, and I will fine you a thousand bucks.” Conversations were pointless. And since the beginning was, as you understand, terrible, the seminar went very hard, and in the end they paid us half, citing the fact that we “did not work well.” “Well, thank God,” I thought with relief. But I would never want to meet this customer again... . There are other cases. Once the work is done, its importance to the client often diminishes. And in order for him to pay, “you have to run around” sometimes for six months. That is why we always try to work with 100% advance payment. I wish the same for other consultants.

2. They require more work from the consultant for the same money, or without it at all.. There are practically no norms for intellectual, and especially creative, work in the field of consulting support for management and business. People just come to an agreement based on generally accepted rather vague concepts about the project, problems, diagnostics, solutions, and so on. And really, what does it mean, for example, to “carry out diagnostics”? Firstly, “what” diagnostics - business, management systems, problems, human potential?... Secondly, it can be a multi-month study, a two-hour meeting with a team, or just a conversation with the first person. There are, of course, whole batteries of special diagnostic methods. But the depth of understanding of the situation often depends less on them than on the intuition and experience of the consultant. For example, in one hour of a meeting with the first person, I, with my more than twenty years of consulting experience, will receive as much information as a novice consultant will receive in half a year of research. And maybe more. This means that for an hour, given my experience and depth of understanding of the situation, I need to pay the same amount as he would for half a year of work. However, the client, especially when he is free from ethical standards, can always say that I did not do enough for this. And then - see point one. I have come across situations where a potential client used the ideas of consultants for a long time for free, constantly saying that “we’ll get our bearings, and then we’ll do a big project.” This issue is especially acute at the moment of “reckoning” if the consultant allowed full or partial payment for his labor after the work done.

3. They critically evaluate the methods and forms of the consultant’s work (they interfere in his “kitchen”), “knocking down” him psychologically. This happens all the time. Just like most people are doctors, psychologists, politicians, and experts on how to solve all problems in general, they are also specialists in the field of management consulting. Recently, at an off-site seminar with one large structure, the head of the security service, a huge man with an impenetrable service face, pestered me all day with critical remarks like: “Your methods of conducting a seminar are wrong,” or: “You should not be doing this here, but this... ", or: "Why is this consultant not busy?" And he annoyed me so much that at some point I came close to him and said with quite charismatic pressure: “Do you think I understand anything about your safety?” At first he was confused, then his combat training worked, and he reported: “No!” “And I’m coming to you with my opinions about the organization of the security service?” He backed off and answered more quietly: “Well, no...” “What are you doing?” The hard work of thought was reflected on his face... Tactless interference by organization employees in a consultant’s kitchen is more a law than an exception. Well, aren’t you going to give him an educational program on system analysis, consulting methodology, organizaton development methodology and two or three dozen other extensive disciplines, without which it is impossible to become a professional consultant in the field of management? And psychologically it is incredibly difficult to control yourself when you are given amateurish advice, or with important look They're just saying stupid things.

4. They fight with consultants against the changes they propose, for which they were invited. Sometimes clients stop working halfway, disrupting the technology of change in the organization and causing it irreparable damage. One of possible reasons— problems arising during the restructuring of a business or management system. IN last years There is a lot of talk about “change management” because the main challenges lie here. A consultant, for example, is invited to help pacify an unruly bureaucracy, but this same bureaucracy begins a war with change and its main agent, the consultant, and often wins the battle. After all, it is the bureaucracy that is the force that cannot be defeated for decades, since it is armed professional methods struggle and self-defense - denunciations, the formation of a negative opinion about a person or some idea, intrigue, pitting people against each other, inciting hostility and conflicts between groups, and so on and so forth. And since in any organization there are elements of bureaucracy, changes that begin thanks to a consulting project evoke its evil spirit, and it begins to fight against what the consultant was invited for. And the first face begins to frown. And they smile at you less. And the resolution of even the smallest issues is delayed...

5. Denigrating consultants in front of their possible future clients for the purpose of psychological compensation for one’s own shortcomings or simply out of the same “kindness of heart.” Well, when the consultants are dealt with, naturally they speak badly of them. “We were the only ones who worked here, we know, they say, these consultants...” And their friends and buddies shamelessly vilify the unfortunate consultants, fortunately they can’t get change. And this makes the situation even more disgusting. So, “the customer is always right”?

6. They organize tenders supposedly to select consultants, using the knowledge and experience of applicants for free. I participated in such “tenders” three times. I haven't figured out the whole story yet. Correct, gallant, smart, concerned about the development of the market in Russia... “Please prepare your resume.” “Besides you, we have five more consulting firms in the tender.” “Now let’s have a meeting with the owners.” "How would you solve this problem?" “Nothing, think, get ready.” “And for this problem, what are the best methods to use?” “What is the best way to solve this issue?” And so on, for two or three months. One such firm hired the “winning” consultant for the project. A month later, she threw him out with a bang, throwing all possible slop at him after him. After which his psyche simply could not stand it. Now he is disabled. Thank God that I did not win a single such tender.

So here is, in effect, a micro-encyclopedia of ethical violations in the world of counseling. Of course, this world does not consist only of such situations. On the contrary, they do not occur so often. However, in such a concentrated form, the violations make a strong impression. And it’s worth thinking about it, realizing your own violations, remembering situations when you suffered from someone’s unethicality. Think about it and cleanse yourself with this. To treat such social suppuration, surgery is needed. Which is what I tried to do.

When I finished this article, I decided to check what impression it made and read it to my fellow consultant. I didn’t really like the reaction: “It’s like you’ve been rolled around in the mud: you’re trying everything on yourself.” But don’t write for the hundredth time about the fact that consultants have dozens of ethical codes. Every consulting firm has such a code. Each association. Including at the international level. That only those who agree with the norms of these codes are accepted into the professional community. There are many cases where a person was expelled from the community for violating ethical standards. So, here I just outlined the violations that are prohibited in the community. This is a “brick” prohibiting movement, a red traffic light: this cannot be done.

1 V.S. Dudchenko. "Ontosynthesis of life". - M.: Publishing house "Granitsa", 1999. Chapter 3. Ontosynthesis of bluff, pp. 45-50.

Appendix 2

to the Order of the State Budgetary Healthcare Institution SO “SOB No. 2”

from 07.04. 2014 No. 52/1

CODE

professional ethics medical worker

Sverdlovsk region

The Code of Professional Ethics of a Medical Worker (hereinafter referred to as the Code) is a document that defines a set of ethical standards and principles of conduct for a medical worker in the exercise of professional medical activities.

The standards of professional ethics of a medical worker are established on the basis of cultural norms, constitutional provisions and legislative acts. Russian Federation, norms of international law. This Code defines the high moral responsibility of a medical worker to society and the patient for his activities. Every health care worker should take all necessary measures to comply with the provisions of the Code.

CHAPTERI. GENERAL PROVISIONS

Article 1. The concept of “medical worker”

Under medical professional in accordance with paragraph 13 of Article 2 Federal Law“323-FZ “On the fundamentals of protecting the health of citizens in the Russian Federation” in this Code is understood individual who has a medical or other education, works in a medical organization and whose labor (official) responsibilities include the implementation of medical activities, or an individual who is individual entrepreneur directly involved in medical activities.

Article 2. Purpose of professional activity

The purpose of the professional activity of a medical worker is to preserve human life, participate in the development and implementation of measures to protect his health within the competence of a medical worker, and properly provide all types of diagnostic, therapeutic, preventive, rehabilitative and palliative medical care.

Article 3. Operating principles

The medical worker must use all his knowledge and practical skills, in accordance with the level vocational education and qualifications to protect the health of citizens and ensure the quality of care provided at a high level.

A medical worker is obliged to provide equally respectful medical care to any person, regardless of gender, age, race and nationality, place of residence, his social status, religious and political beliefs.

The actions of a medical worker, his beliefs and orientation during transplantation of human organs and tissues, intervention in the human genome, in reproductive function are determined by the ethical, legal and legislative acts of the Russian Federation.

A medical professional is obliged to constantly improve his professional knowledge and abilities and skills.

The medical worker bears responsibility, including moral responsibility, for providing high-quality and safe medical care in accordance with his qualifications, accepted clinical guidelines, job descriptions and official responsibilities.

Given the role of a health worker in society, he should support and take part in public events, especially to promote a healthy lifestyle.

Article 4. Unacceptable actions of a medical worker

Abuse of the knowledge and position of a medical worker is incompatible with his professional activities.

A medical worker has no right:

use your knowledge and capabilities not for the purpose of protecting human health;

use methods of medical influence on the patient at the request of third parties;

impose your philosophical, religious and political views on the patient;

use unregistered in the prescribed manner medical equipment;

prescribe and use pharmacological drugs not registered in the Russian Federation;

impose a particular type of treatment on patients, medicines for personal gain;

cause physical, moral or material damage to a patient intentionally or through negligence, and be indifferent to the actions of third parties causing such damage.

Personal warnings from a medical professional and other subjective motives should not influence the choice of diagnostic methods and treatment.

When prescribing a course of treatment, a medical professional does not have the right to provide the patient with unreliable, incomplete or distorted information about the medications and medical devices used.

The patient’s refusal of the offered paid medical services cannot be the reason for the deterioration in quality and accessibility, reduction in the types and volume of medical care provided to him free of charge under the state guarantee program, established by law Russian Federation.

Gifts from and to patients are highly discouraged because they may give the impression to patients who do not give or receive gifts that they are being cared for less. Gifts must not be given or accepted in exchange for services.

A medical worker does not have the right, taking advantage of his professional position, the mental insolvency of the patient, to enter into property transactions with him, to use his work for personal purposes, as well as to engage in extortion and bribery.

A medical professional does not have the right to hide information about his health status from a patient. In the event of an unfavorable prognosis for the patient's life, the medical professional must inform the patient about this with the utmost sensitivity and caution, provided that the patient has expressed a desire to receive this type of information.

A medical worker does not have the right to hide information from the patient and immediate supervisor about the development of medical and man-made pathology, unforeseen reactions and complications during treatment.

Article 5. Professional independence

The duty of a medical worker is to maintain his professional independence. When providing medical care, a medical worker assumes full responsibility for making a professional decision, and therefore is obliged to reject any attempts at pressure from the administration, patients or other persons.

A medical professional has the right to refuse to cooperate with any individual or legal entity, if it requires him to act contrary to the law, ethical principles, or professional duty.

When participating in councils, commissions, consultations, examinations, etc., a medical worker is obliged to clearly and openly state his position, defend his point of view, and in cases of pressure on him - resort to public and legal protection, as well as protection from outside professional medical communities.

CHAPTERII. RELATIONSHIPS

MEDICAL PROFESSIONAL AND PATIENT

Article 6. Respect for the honor and dignity of the patient

A medical worker must respect the honor and dignity of the patient, show an attentive and patient attitude towards him and his loved ones.

Rough and inhumane treatment of a patient, humiliation of his human dignity, as well as any manifestations of superiority, aggression, hostility or selfishness, or expression of preference for any of the patients on the part of a medical worker are unacceptable.

Article 7. Conditions for the provision of medical care

A medical professional must provide medical care while preserving the principles of freedom of choice and human dignity of the patient.

Anyone who requires emergency medical care for conditions requiring emergency medical intervention (accidents, injuries, poisoning and other life-threatening conditions and diseases) must be admitted and examined by medical professionals, taking into account their specialty and regardless of solvency and the availability of medical insurance. policy.

Article 8. Conflict of interest

When a conflict of interest arises, a medical professional must give preference to the interests of the patient, unless their implementation does not cause direct harm to the patient himself or others.

Article 9. Medical confidentiality

The patient has the right to expect that the health care professional will keep all medical and personal information entrusted to him confidential. A medical professional does not have the right to disclose, without the permission of the patient or his legal representative, information obtained during examination and treatment, including the fact of seeking medical help. A medical professional must take measures to prevent the disclosure of medical confidentiality. The death of a patient does not relieve one from the obligation to maintain medical confidentiality. The transfer of information containing medical confidentiality is permitted in cases provided for by the legislation of the Russian Federation.

Article 10. Moral support for a patient near death

A medical worker should not resort to euthanasia, nor involve other persons in its execution, but is obliged to alleviate the suffering of patients in a terminal state by all available, known and permitted methods. A medical worker must assist the patient in exercising his right to take advantage of the spiritual support of a minister of any religious concession and must respect the rights of citizens regarding the conduct of a post-mortem examination, taking into account the current legislation of the Russian Federation.

Article 11. Choice of a medical worker

A medical professional does not have the right to interfere with a patient who has decided to entrust his further treatment to another specialist. A medical professional may recommend another specialist to a patient in the following cases:

if he feels insufficiently competent and does not have the necessary technical capabilities to provide the proper type of assistance;

this type of medical care is contrary moral principles specialist;

if there are contradictions with the patient or his relatives in terms of treatment and examination.

CHAPTERIII. RELATIONSHIPS

MEDICAL WORKERS

Article 13. Relationships between medical workers

Relationships between medical professionals should be built on mutual respect and trust.

In relationships with colleagues, a medical worker must be honest, fair, friendly, decent, respect their knowledge and experience, and also be ready to selflessly pass on his experience and knowledge to them.

The moral authority to lead other health care professionals requires a high level of professional competence and high moral standards.

Criticism of a colleague must be reasoned and not offensive. Professional actions are subject to criticism, but not the personality of colleagues. Attempts to strengthen one’s own authority by discrediting colleagues are unacceptable. A medical worker has no right to make negative statements about his colleagues and their work in the presence of patients and their relatives.

In difficult clinical cases, experienced medical professionals should provide advice and assistance to less experienced colleagues in an appropriate manner. In accordance with current legislation Full responsibility for the treatment process lies only with the attending physician, who has the right to accept or refuse the recommendations of colleagues, guided solely by the interests of the patient.

CHAPTERIV. LIMITS OF THE CODE,

RESPONSIBILITY FOR ITS VIOLATION,

PROCEDURE FOR ITS REVISION

Article 14. Actions of the Code

This Code is valid throughout the Sverdlovsk region.

Article 15. Responsibility of a medical worker

The degree of responsibility for violation of professional ethics is determined by the commission on medical ethics under the Ministry of Health of the Sverdlovsk Region and ethics commissions in healthcare organizations.

If a violation of ethical standards simultaneously affects legal norms, the medical worker bears responsibility in accordance with the legislation of the Russian Federation.

Article 16. Revision and interpretation of the Code

The revision and interpretation of certain provisions of this Code is carried out by the Ministry of Health of the Sverdlovsk Region, taking into account the proposals of the trade union of healthcare workers of the region, Associations of medical workers and the medical professional association of doctors of the Sverdlovsk region.

Etiquette standards

Etiquette is based on a number of fundamental norms and principles.

1. Politeness is a form of behavior of a person for whom a cultural attitude towards people has become the usual norm of communication. This is an elementary requirement of a culture of behavior, arising from their feelings, from the ability to take into account their interests and recognition of the right of every person to attention.

Politeness is manifested in a friendly address to a person, the ability to remember his name and patronymic, the most important dates of his life. Politeness has many shades: you can be affably polite (which we especially value), respectful (for example towards elders) or restrained (towards strangers) polite, etc. You can simply be polite, i.e. adhere to the rules of decency in all situations, regardless of your mood or desire. A polite person is one who has learned to look at himself as if from the outside, through the eyes of other people. True politeness is necessarily benevolent and sincere.

The opposite of politeness is rudeness, rudeness, a dismissive and arrogant attitude towards others.

• 2. These noble human qualities are manifested in attention, deep respect for those with whom we communicate, the desire and ability to understand them, to feel that we can give them pleasure, joy or, conversely, cause irritation, annoyance, resentment - i.e. e. in tact. Tactfulness is:
  • - respect for another, manifested, in particular, in the ability to listen to the interlocutor, the ability to quickly and accurately determine his reaction to your statement or action and, if necessary, self-critically, without false shame, apologize for the mistake;

modesty, which is incompatible with the desire to show oneself better, more capable, smarter than others, to emphasize one’s superiority, to demand for oneself some privileges, special amenities and services. At the same time, modesty should not manifest itself in excessive timidity and shyness. You should be quite active and decisive in critical circumstances, when defending your own opinion. But you need to prove something subtly and tactfully so that the person does not feel pressure;

Delicacy that will tell you how to approach a person so as not to insult, offend him, or touch a sore spot.

Delicacy is the ability to subtly feel and respond to a person’s state when he finds himself in a difficult (as they say, “delicate”) situation. Delicacy testifies to spiritual nobility and selflessness.

A sense of proportion is the ability to feel the boundary that should be observed in a conversation and beyond which our words and actions can cause undeserved offense, grief, and pain in a person.

3. The opposite of tact is tactlessness.

Tactless in conversation:

• - refuse to discuss the proposed topic for no reason;
• - conduct conversations that can evoke unpleasant memories in those present, hurt them;
• - allow yourself inappropriate jokes, make fun of those present, gossip about those absent;
• - spread loudly in in public places and transport about purely personal, intimate matters.

Tactless behavior:

• - upon entering the transport, stop at the door without thinking about other passengers;
• - occupy several seats in transport with yourself or your luggage at once;
• - sit in public transport without noticing standing women or children;
• - do not leave a passage on the metro escalator for those who are in a hurry (you should always stand on the right);
• - always be dissatisfied with everything, grumble, condemn everything, constantly make claims;
• - behave uncontrollably in your own apartment, causing concern to your neighbors.

It is tactless to show idle curiosity:

• - stare at a person or whisper about him;
• - read other people's letters, eavesdrop on other people's conversations:
• - look into the windows of other people's apartments;
• - spill other people's secrets.

Tactless lack of self-control:

• - act or speak in a state of anger or passion - you may regret it later;
• - show your likes and dislikes too openly;
• - go too far in expressing your courtesy and friendliness - so that they turn into importunity.

You cannot simply “learn tact” - it is acquired not only under the influence of environment and upbringing, but is also determined by the character and desire of the person himself. However, it is certainly possible to develop it.

In addition to the main principles And normal politeness, tactfulness, modesty, there are also behavior rules, which include, for example, “inequalities” between people in the field of etiquette, expressed, in particular, in the form of advantages that have:

• - women in front of men;
• - elders before younger ones;
• - sick before healthy;
• - boss before subordinates.

We examined the general norms and values ​​of etiquette, and their manifestation in the professional sphere is associated with such concepts as business ethics, business conversation and business etiquette.

Violations of professional ethics

This may include:

All kinds of manifestations of rudeness, arrogance, disrespectful attitude towards subordinates;

deception of subordinates (overt and hidden), failure to fulfill promises;

• - intolerance to opinions different from one’s own, suppression of criticism;
• - infringement of the rights of subordinates;
• - abuse of official position;
• - instructions to the performer “over the head” of the immediate supervisor;
• - concealment of information;
• - criticism that belittles a person’s dignity.