What principle would you propose for inclusion in a code of conduct for managers?

A: I think the idea of professionalization is well intended but could have harmful consequences. If managers are required by law to possess a business degree and pass a manager's exam in the same way that lawyers must earn a law degree and pass the bar exam, it would stifle entrepreneurship and raise the barriers to running a business.
Andrea Nagy, Casewriter

A: A manager should serve as a mentor to others in his or her organization.
Diana Cieslak, Curriculum Manager

A: Organizations need to create cultures that are psychologically safe, in which it is possible to report problems. Data show that staff are more likely to report errors in hospitals when they feel they can safely say what is really going on. It may work similarly with ethical problems as well.
Amy Wrzesniewski, Associate Professor of Organizational Behavior

A: I used to work at Enron, and I'm big on more transparency. Transparency equals more accountability. Transparency requires courage.
John Choi, Class of 2007

A: In any tough situation, your moral compass needs to kick in. How do you know if something is the right thing to do? Ask yourself if your mother would appreciate it. Or if you would do it in Macy's window.
Ira Millstein, Senior Associate Dean for Corporate Governance

A: Acknowledge the contributions of others, both in academic work and the business world.
Patricia Pierce, Dean of Students

A: Codes of conduct are mostly feel-good measures. I'm a member of a couple of professional organizations, and many people never bother to look at the codes of conduct until somebody has been caught with their hand in the cookie jar. They're not useless, but don't go into it thinking you're going to change the world.
Pete Susi, Class of 2008

A: Among the bedrock principles of other learned professions are the various concepts of "duty"—fiduciary duty, duty of care, duty of loyalty, among others. A code of conduct for managers should similarly set forth the various duties managers owe to their customers, investors, employees, and other stakeholders.
Bruce DelMonico, Director of Admissions

A: Balance the primacy of the shareholder with the needs of society. The needs of shareholders as investors might conflict with their needs as community members.
Josh Fried, Class of 2007

A: Uniforms!
An anonymous member of the faculty