What Ethics Does to an Organisation: Infosys, Tata and Enron
Three names settle almost any question on organisational ethics: two that built value on it, and one that proved what its absence costs.
Fortune favours the bold
Three names settle almost any question on organisational ethics: two that built value on it, and one that proved what its absence costs.
Ethical conduct is usually taught as though it were costless. It is not, and pretending otherwise produces answers no examiner believes.
Knowing what probity is settles nothing. The question that decides a career is what an officer actually does on an ordinary Tuesday, under pressure, with nobody watching.
Probity has two halves, and candidates almost always write about only one. The half they forget is the one that actually fails in Indian administration.
Every ethics answer improves the moment it stops asserting and starts reasoning. These six traditions are where the reasoning comes from — four Western, two Indian, each giving probity a different defence.
Abstract virtue persuades nobody. These five careers are the ones worth carrying into the hall, because each demonstrates a different face of probity.
Most candidates define probity as honesty and move on. That sentence costs marks, because the examiner is asking about something honesty does not cover: uprightness that can be shown to a stranger.
In Tonk, a District Magistrate found a gap between what children wanted and what their arithmetic allowed. Her response says something important about aptitude in public service.
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