PROFESSIONALISM, CODE OF ETHICS, AND ENGINEERING RESPONSIBILITY

PROFESSION

The term "profession" refers to a learned calling with a special body of knowledge and
skill, distinctive functions and recognized obligations. To the layman, a professional man has a
mystique arising from functions and language not understood, and from the tendency of
professionals to from themselves together into exclusive brotherhoods.

A profession is much more than a recognized occupation; it carries with it the ideas of
advanced learning and a special way of life, involving a corporate group of practitioners
from which the profession is constituted.

According to philosopher Michael Davis, a profession is not composed of only one person.
It involves a public element and it is a way people earn a living. Hence, it is usually
something that occupies them during their working hours, that people enter it voluntarily,
and that it involves a morally desirable goal.

Characteristics of a Profession

 Extensive period of training of an intellectual character

- usually obtained at a college or university.
 Possessing knowledge and skills vital to the well-being of the larger society.
 A monopoly or near-monopoly on the provision of professional services, and
considerable control over professional education and the standards for admission
into the profession.
 An unusual degree of autonomy in the workplace.
 A claim to be regulated by ethical standards, usually embodied in a code of ethics,
that promotes the good of the public.

ENGINEERING AS A PROFESSION

What is an Engineer?

 Engineers are individuals who combine knowledge of science, mathematics, and

economics to solve technical problems that confront society.
 Engineers convert scientific theory into useful application.
 Engineers help to provide for mankind’s material needs and well-being.
 Engineers play a role in the design and maintenance of a nation’s infrastructure,
including
communication systems, public utilities, and transportation.

Three Vital Characteristics of a Professional Engineer

1) Competence
- The American Association of Engineering Societies and the Department of
Labor released an engineering competency model. It was made to provide a
universal professional development tool for employers. NSPE, a member of AAES,
developed
 this model to provide a common ground for developing the knowledge, skills,
and attitudes necessary to practice as a professional engineer across
engineering disciplines. The model consists of the following five tiers:

A. Personal Effectiveness Competencies

These are about being able to work effectively with others from diverse
backgrounds, displaying strong moral principles and work ethic, and the
capability to adapt to new and changing requirements. These are generally
learned and developed within a person’s home, community, and workplace.

B. Academic Competencies
These are learned in an educational setting and applied to all industries and
occupations. These include reading comprehension, science and math skills,
critical thinking, and communication skills.

C. Workplace Competencies
These involve the ability to work on a team, effectively addressing client
and stakeholder needs, efficiently managing projects, innovative thinking, and
basic business knowledge.

D. Industry-Wide Competencies
These represent the knowledge of the basic and emerging principles
that engineers can benefit from, regardless of the sector. These include
understanding engineering fundamentals and their effect on society; design;
professional ethics; and quality control and quality assurance.

E. Industry-Sector Competencies
This covers competencies that are specific to various sectors and established
by industry leaders.

2) Safety
- Safety is needed because failure to identify, address and control risks can
result in massive costs, both human and economic.
3) Ethics
- The public and clients rely on the accuracy and honesty of the design and
calculations of an engineer. A professional engineer must not put his/her personal
interests against the integrity of the profession because building jurisdictions,
clients and public rely solely on his expertise.
ETHICS
What is Ethics?
Ethics is a term derived from the Greek word Ethos, meaning custom or morals.
Ethics is formally defined as the systematic reflection on morality, which reflects on questions and
arguments regarding the moral choices the people make. It is also concerned about the
people’s judgement
on what is good and what is wrong. As professionals, the major fields of engineering have
created a code of ethics that every engineer should be familiarized and act accordance with
it. Engineers must maintain and exhibit the highest degree of honesty and integrity. Although
all engineers must strictly conform and follow the code of ethics, a heavy reliance on it may
hinder engineers from developing their own judgement. That is why it is important for
engineers to have a good grasp of ethics which can help them to create good judgement and
solutions in the problems and dilemmas they may encounter.

IMPORTANCE OF ETHICS

Some notable importance of ethics to engineers are:

 Guides the professional conduct of engineers.

 Protects an engineer’s work from incompetence by preventing unsafe or unethical
practices such as putting profits and personal advancements above the safety and
welfare of people.
 Incorporates integrity and honesty to an engineer’s work to assure the public that they
are
not only working for their own personal gain.
 Prevents engineers from making bad decisions by considering all the consequences to
create the solution that will be the most beneficial to all.
 Helps engineers to actualize the true essence of engineering, which is transforming lives
of people for greater good.

FUNDAMENTAL PRINCIPLES OF CODE OF ETHICS

According to the Manual of Professional Practice for Civil Engineers by the Philippine
Institute of Civil Engineers (PICE), Civil Engineers must uphold and advance the integrity, honor
and dignity of the civil engineering profession by:

1. Utilizing their skills and knowledge for the sake of betterment of the human welfare
and environment.
2. Being honest and serving the public, including their clients and employers/employees,
with fidelity.
3. Striving to increase the competence and prestige of the civil engineering
profession.
4. Supporting the professional and technical societies of their disciplines.
FUNDAMENTAL CANONS OF THE CODE OF ETHICS

There are 7 fundamental canons on the code of ethics based from the Manual of
Professional Practice for Civil Engineers, Civil Engineers by the Philippine Institute of Civil
Engineers (PICE). The content of every canon is shown on the next paragraphs.

Canon 1: Civil Engineers shall hold paramount the safety, health, and welfare of the public
and shall strive to comply with the principles of sustainable development in the performance
of their professional duties.

a. Civil Engineers shall know that the public’s lives, safety, health and welfare are
affected
and dependent upon engineering judgements and decisions.
b. Civil Engineers shall approve or seal only those design documents, reviewed or
prepared by them, that are with accepted engineering standards.
c. Civil Engineers shall inform their clients or employers about the possible consequences
when their professional judgement is overruled under endangerment of the safety,
health and welfare of the public.
d. Civil Engineers shall present information to the proper authority when a person is in
violation of any provisions of Canon 1.
e. Civil Engineers shall practice sustainable development regarding works for the
advancement of the safety, health and well-being of their communities.
f. Civil Engineers should be committed to improving the environment.

Canon 2: Civil Engineers shall perform services only in areas of their competence.

a. Civil Engineers shall perform engineering assignments only when qualified by education
or experience.
b. Civil Engineers may accept an assignment requiring expertise outside of their own
fields, provided their services are restricted to the phases of such project in which
they are qualified.
c. Civil Engineer shall not affix their signatures or seals to any plans or documents
where they lack competence by either lacking in education or experience.
d. Civil Engineers shall not use The Specialty Engineering Title (i.e. Structural Engineer,
Transportation Engineer, etc.) without the PICE Specialist Accreditation.
Canon 3: Civil Engineers shall issue public statements only in an objective and truthful
manner.

a. Civil Engineers should extend the public knowledge of civil engineering and
sustainable development and shall not participate in the dissemination of untrue and
exaggerated statements about civil engineering.
b. Civil Engineers shall be objective and truthful in professional reports, statements,
or testimony.
c. Civil Engineers shall express civil engineering opinion only when it is founded upon
adequate knowledge of the facts when serving as expert witnesses.
d. Civil Engineers shall refrain from issuing statements and criticisms on civil engineering
matters that are influenced or paid by interested parties.
e. Civil Engineers shall avoid any act that promotes their own interests at the expense
of integrity, honor and dignity.

Canon 4: Civil Engineers shall act in professional matters for each employer or client as
faithful agents or trustees, and shall avoid conflicts of interest.

a. Civil Engineers shall avoid all known or potential conflicts of interest with their
employers or clients.
b. Civil Engineers shall not accept compensation from more than one party for services on
the same project, unless agreed to by all interested projects.
c. Civil Engineers shall not directly or indirectly solicit or accept gratuities from contractors
and other parties in connection with their work.
d. Civil Engineers in public services shall not participate in consideration or actions with
respect to services solicited or provided by them.
e. Civil Engineers shall advise their employers or clients if a project will not be successful.
f. Civil Engineers shall not use confidential information as a means of making personal
profit.
g. Civil Engineers shall not accept professional employment outside of their regular
work without the knowledge of their employers.

Canon 5: Civil Engineers shall build their professional reputation on the merit of their
services and shall not compete unfairly with others.

a. Civil Engineers shall not give, solicit or receive any political contribution, gratuity or
unlawful consideration to secure work.
b. Civil Engineers should negotiate contracts for professional services fairly.
 c. Civil Engineers may request, propose or accept professional commissions where
their professional judgements would not be compromised.
d. Civil Engineers shall not falsify any of their academic or professional
qualifications or experience.
e. Civil Engineers shall give proper credit for engineering to those to whom credit is
due.
f. Civil Engineers may advertise professional services in a way that does not
contain derogatory and misleading language to other professions.
g. Civil Engineers shall not injure the professional reputation of other engineers and shall
not
indiscriminately criticize other engineer’s work.
h. Civil Engineers shall not use equipment, supplies, and facilities of their employers without
the consent of their employers.

Canon 6: Civil Engineers shall act in such a manner as to uphold and enhance the honor,
integrity, and dignity of the civil engineering profession.

a. Civil Engineers shall not in a manner that can be derogatory to the honor, integrity, or
dignity of civil engineering profession.

Canon 7: Civil Engineers shall continue their professional development throughout their careers,
and shall provide opportunities for the professional development of those Civil Engineers
under their supervision.

a. Civil Engineers should keep current in their specialty fields through professional
practice, additional education courses, reading technical literature, and attending
seminars and conferences.
b. Civil Engineers should encourage their engineering employees to become registered as
soon as possible.
c. Civil Engineers should encourage engineering employees to attend and present
papers at professional and technical society meetings.
d. Civil Engineers shall maintain the principle of mutually satisfying relationships
between employers and employees.

RESPONSIBILITY IN ENGINEERING
As a professional, it is expected from engineers to constantly follow high standards of
conduct. It is important for engineers to commit themselves in practicing integrity, and
honesty in their work to minimize the risk of public safety and health. It is the responsibility of
an engineer to conform to the
code and practice the engineering code of ethics, especially as a professional in the
engineering industry.

1. Engineering Standards
a. In order to create quality work, an engineer should have high standards in
terms of conduct and design. Constantly observing the engineering code of
ethics and following structural codes are ways of having high standards as
an engineer. Additionally, the National Society of Professional Engineers (NSPE)
requires the work of engineers to follow the “Applicable Engineering Standards”
listed as follows:
 Regulatory: specifying technical requirements (e.g., for safety)
 Procedural: e.g., procedures to be followed for determining measurable
quality or level of safety
 Standard of Care: that level or quality of service ordinarily provided
by other normally competent practitioners, contemporaneously providing
similar services in the same locality and under the same
circumstances
 Judgment: needed because regulatory and procedural standards, and
the standard of care still require the exercise of good judgment.
These standards, when satisfied, serve as an assurance that every engineering
work is made of excellent quality, and is safe. As an engineer, it is our
responsibility to follow the code, create an output that follows the standards,
practice the code of ethics, and develop a deep value of integrity and honesty
in our field. In doing so, it increases our quality of work and enhances our
reputation of being a responsible engineer.
2. Legal Liability
a. Conforming to the standards provided by law is not enough when practicing
safety in the field of engineering. As an engineer, we have the knowledge to
determine whether our projects, even if up to the standards, is safe or not.
Maybe the standards are bound for changes especially in a world of
innovation and technology.
b. There is no guarantee that every service, even if up to the standards, cannot
impose injury to its user. In such cases, it is unrealistic to blame the engineer, and
as engineer, it is also difficult to assume every hazard especially when the
design is up to the code. This is when changing the regulation is most likely
the solution to avoid future
 injuries. However, if the engineer failed to provide safety features that were
required by the code then he is legally liable for the wrongful injury.

3. Responsibility in Design
a. It is the responsibility of the engineer to design elements of the project safely
and economical. As an engineer, we have the ability to minimize expenses and
maximize safety, we should exercise this ability and meet expectations with
the client.
b. In a world full of innovation, as engineers, it is expected of us to adapt to
these changes and come up with our own innovative solutions to the problems
that comes with it. Hence, these innovative solutions should follow the current
regulations or improve these regulations even further.

RISK MANAGEMENT
Construction is inherently risky but, it is argued, is less technically complex than
projects in industries such as software, defense and engineering. This is because it is
simply about using specialists in design and construction to produce a project within a
specified timescale (Rafferty in Cooke & Williams, 2004, p71).
The historical context of risk management in the construction industry Historically construction
has been risky for several reasons, including:

 Poor record of completion to cost and time.

 High levels of disputes and litigation.
 Intense competition for work.
 Low margins and profit risk.
 Poor safety and occupational health record.
 Pressure to produce a high return on funds invested.
 Pressure to save time and money.
 Pressure on health and safety provision.
Risk Types
Construction risk is greatest at the earliest stages of the project starting with the choice
of procurement route. There are numerous procurement routes that construction projects use
each with a different balance of risk either towards the client or the contractor. For
example client-led design and build puts the weight of the risk on the client and the design
phase whereas contractor finance or PFI puts the weight of risk firmly on the contractor
through the design and construction phases. See Risk Transfer as a risk mitigation
strategy.
1. Client risks
 Client risks are around cost time and quality. Risk management considerations for the
client may include:
o Feasibility risk - the decision to go ahead backed up by a robust business
case, considering options and presenting the preferred solution.
o Design risk - deciding the level of control to keep over design and therefore
the level of risk that remains with the client in terms of design.
o Funding risk - ensuring funds are available to pay the contractor and avoiding
the risk of contractor insolvency.
o Commercial risk - the impact on income and profits if the new asset (building)
is not delivered to time, cost or quality.

2. Contractor risk
For contractors the biggest risk is around the tender stage when commitments are made
to a price and a timescale. Margins can be lost if the bill of quantities is not
accurate.
Subcontractors may not stand by their quotes and work may be more expensive
than estimated if the choice of construction method turns out not to be
suitable.

3. Health and Safety risks

Statistics show that on average two people die every week on construction sites, but
that 90% of these deaths could have been avoided (Cooke & Williams, 2004,
p83). Health and safety risk is managed through legislation directly and indirectly
related to construction including the Construction (Design and Management Regulations
1994 and the Construction (Health, Safety and Welfare) Regulations 1996. A health
and safety plan is required for all but the smallest of projects and it is an important
means of communication throughout the project. The Approved Code of Practice
(HSE 2001) gives guidance concerning the contents of the health and safety plan
and explains the responsibilities of those who have duties under the regulations.
4. Fire risk in construction projects
Fire risk is always present on construction sites and the Construction (Health, Safety
and Welfare) Regulations 1996 require contractors to take measures to prevent risk
of injury from fire, provide and maintain fire-fighting equipment, and instruct people in
the use of the equipment. Contracts provide for insurance of the works during
construction including fire. A Joint Code of Practice, Fire Prevention on Construction
sites specifies that a site fire safety plan must be developed by the principal
contractor. Adherence to the code is a contract condition in some standard forms
of contract used in the construction industry.
Construction Risks
This is a list of 30 risks that impact Construction projects. This is not an exhaustive list but is
a good starting point for your risk register. It doesn't include risks associated with areas of
construction for example right of way risks or environmental risks.
 Aerially deposited lead (ADL) contamination from use of leaded
petrol/gasoline is discovered late.
 Changes require additional resources or different resources than predicted
causing resourcing conflicts/delays.
 Choice of plant or cranes is found to be unsuitable during construction.
  Construction staging (storage) areas are not large enough.
 Contractual disputes between client and contractor or contractor and
subcontractor.
 Deep excavations needed in bad ground leading to risk of collapse, falling materials
etc.
 Designs for temporary excavation and shoring system are not correct
 Errors in method statements lead to delays. Errors in the quantity surveys.
 Failure to achieve the quality required and/or functional requirements of the build.
 False work design is not sufficient for example it is not complete or accurate.
 Fire risk from arson, construction technique or removal waste.
 Liquidated and ascertained damages are insufficient to cover costs if project finished
late.
 New or innovative technology is used in the construction which may lead to
unfrozen complications and delays.
 Not enough time allowed for getting Permits
 Overhead power lines not identified and found obstruct construction work
 Poor inaccurate or over optimistic contract time estimates
 Road closures or partial street closures are delayed because of inadequate
coordination and planning. For example, not informing the community or not given
sufficient notice of works.
 Sensitive or protected habitats delay demolition or construction for example Bat
habitat.
 Special parts or equipment has to be manufactured to provide the utilities
leading to longer lead times and delays to start of construction.
 Subcontractor delay or resourcing problem.
 Subcontractor in has financial issues/cash flow issues.
 Theft from the site by workers or break-ins caused by insufficient security.
 Unexpected buried man-made objects or hazardous waste is found on site.
 Unexpected paleontology or archaeological artefacts found.
 Unidentified utilities for example gas pipes are found on site.
 Water table is found to be higher than expected or changes resulting in the need
for dewatering.
 Work or design takes longer than expected leading to temporary construction
easements expiring.
 Working at height and management of associated hazards leads to delays and
increased cost.
 Multiple Change requests are needed due to unexpected site conditions

Following the Turnbull Report which came into effect in 2001 construction companies have
been required to show procedures to manage risk in their accounts. This is not a statutory
requirement but can have a severe detrimental impact if it is not included. Often risk is
ignored or dealt with in an arbitrary way on construction projects and it is common practice
to add a 10% contingency to manage risk (Thompson and Perry in Cooke & Williams,
2004, p73).
However, it is often the unidentified hazards for which provision has not been made that will
have the most significant impact on a project. Thus, the task of effective risk management in
construction
is the prevention of losses caused by exposure to risk for example accidents, loss of
money or time, damage to property or loss of reputation.

Construction Risk Management Process

The image below shows a risk assessment procedure and illustrates the concept of residual
risk, that is, those risks that have not been identified or that remain/persist following risk
control measures.

Construction Risk Logs

Construction projects use risk logs that are similar to those in other industries, but may assess
time and cost impact without controls and also include actions on residual risks. The risk
identification will look at generic risks that apply across all projects, risks specific to the
project in hand and risks that remain despite the controls put in place (residual risks). An
example risk log template is shown below.
Risk Assessments
Risk assessments are carried out in a controlled and thorough way following a set process.
Risk assessments for health and safety risks are a statutory requirement under the
management of Health and Safety at Work Regulations and a typical assessment might
follow these steps:

Work environment policy

When you work at a construction site, it almost always means that there are several
different companies working side by side. The work often needs to be coordinated so
that one does not create risks for each other. There are therefore special regulations for
construction sites where more than one employer can have work environment
responsibility
The risks inherent in the activity are an important point of departure when framing the
work environment policy. It is important that the policy should be sufficiently concrete to be
followed up. For example, it can focus on concrete measures with a view to preventing accidents
and enhancing the variety of work.
Work with the work environment
When you, as an employer, work with work environment, you need to do it in a
systematic and planned way. To work systematically with the work environment is a
continuous process with recurring activities.
placeholder image
The central activities are:

 examination of the organization

 assessment of the risks revealed by this examination
 measures to reduce risks
 check that the measures have contributed to a better work environment.
--See Systematic work environment management (AFS 2001:01 ENG), provisions.

IMPEDIMENTS TO RESPONSIBILITY
PROBLEM OF MANY HANDS (FRACTURED RESPONSIBILITY)
The difficulty in assigning responsibility due to the complexity of the situation and the number
of individuals involved. Many people are responsible for what happened that it is irrational
and unfair to pin the responsibility on any person.
Philosopher Larry May has proposed the following principle to apply to the responsibility
of individuals in a situation where many people are involved in causing harm that resulted
from:

- Collective Inaction - the degree of responsibility of each member of the group

depends on the extent to which the member could reasonably be expected to have
tried to prevent the action.
- Collective Action - the degree of responsibility of each member of the group depends
on the extent to which the member caused the action by some action reasonably
avoidable on his part.
The reason for the qualification is that if an action causing harm can only be avoided by
extreme or heroic action on the individual’s part, then we may find reason for not holding
the person responsible, or at least holding him less responsible.
How can the problem be mitigated?

- giving greater attention to the design of processes of organizational responsibility

- having an independent investigation that can identify both the individual actions and
the structural defects that contributed to an organizational failure. Then,
- assigning specific individuals who are held responsible for monitoring the structure
and making changes, as necessary.

BLIND SPOTS
Area where an individual’s view is obstructed
Blind spots often protect us from having to face unwelcome information.
 - Self-Deception - intentional avoidance of truths we would find it painful to confront
self- consciously. Although we might well be sincerely opposed to wrongdoing and
not want to be complicit in it, we may also be highly motivated, perhaps through fear
or lack of courage, to turn the other way. We deceive ourselves into believing
something is OK by some rationalization: “I’m not really doing this just for myself”,
“Everyone takes shortcuts once in a while, etc.”
- Willful Blindness – not noticing things, ignorance of vital information is an obvious
barrier to responsible action. A lack of awareness is willful avoidance a turning away
from information in order to avoid having to deal with the challenges it may pose.
Ignorance is not always a good excuse.
- Inattentional Blindness - “selective looking”, according to Neisser typically what we
see is a function of what we are looking for and that this selectivity blinds us to things
“right before our eyes”. We need to be ready to refocus to notice what is readily
available.

MICROSCOPIC VISION
It embraces a limited perspective. It may be strongly accurate and precise but fails due to
lack of understanding of others perspective. According to Michael Davis, microscopic vision
leads us to see things that could not be seen before, it gains detailed knowledge at a
microscopic level but ceases to see things at the more ordinary level, seeing fine details, but
missing the bigger picture.
Example
A shoemaker, for example, can tell more about a shoe in a few seconds than I could tell if I
had a week to examine it. He can see that the shoe is well or poorly made, that the materials
are good or bad, and so on. I cannot see any of that. But the shoemaker’s insight has its
price. While he is paying attention to people’s shoes, he may be missing what the people in
them are saying or doing.
Solution
Just as shoemakers need to raise their eyes and listen to their customers, engineers sometimes
need to raise their eyes from their world of scientific and technical expertise and look around
them in order to understand the larger implications of what they are doing
GROUPTHINK
According to Irving Janis, groupthink is the situations where the groups come to agreement
at the expense of critical thinking. An individual will often participate in group decision
making rather than function as an individual decision maker.
How does it affect the organization?
For individuals the decision may be made implicitly and without consultation. For groups the
decision is more complex. Some group members may want to pursue one course of action
while others may not. It is one way in which individuals have the ability to avoid personal
responsibility. If the group’s decision fails, the responsibility rests with all the members of the
group and not a single individual.
It enhances emotional bonds between members as well as reduces the level of
personal responsibility for decisions.

Symptoms of Groupthink: (According to Irving Janis)

- An illusion of invulnerability of the group to failure

- A strong we-feeling that views outsiders as adversaries or enemies and encourages
shared stereotypes of others
- Rationalizations that tend to shift responsibility to others
- An illusion of morality that assumes the inherent morality of the group and
thereby discourages careful examination of the moral implications of what the
group is doing
- A tendency of individual members toward self-censorship, resulting from a desire not to
rock the boat
- An illusion of unanimity, construing silence of a group member as consent
- An application of direct pressure on those who show signs of disagreement, often
exercised by the group leader who intervenes in an effort to keep the group
unified
- Mindguarding, or protecting the group from dissenting views by preventing their
introduction (e.g., by outsiders who wish to present their views to the group)
How can the problem of groupthink be minimized for engineers?
Groupthink protects shortsighted and narrowly focused group norms that prevent openness,
creative problem solving, decision making, and performance expansion. Strategies for
overcoming groupthink include practicing impartiality, encouraging openness, requiring
participation, and inviting outside opinions.

NORMALIZING DEVIANCE
Deviance – are actions that are different from what is usual. These are the problems that
arise in an engineering environment
Normalizing Deviance – Normalizing deviance is a concept developed by Diane Vaughan,
an American sociologist. Instead of finding solutions to the problem, people simply
practice normalizing deviance, which maximizes the range of acceptable risk but without
any engineering basis. It is the process by which abnormal practices or standards are slowly
being normalized in a certain organization. Since the effects that comes with these abnormal
practice and standards are occurring repeatedly, it is being considered as a norm within
the organization.
Example:
NASA’s space shuttle Challenger was set to lift off in January of 1986. Shortly after it lift off
the ground, the space shuttle exploded. What caused this unfortunate incident was the
failure of the O-ring gaskets on one of the boosters of the rocket. Despite knowing
beforehand several information that an explosion would occur, NASA decided to
proceed with the event.
Why is it dangerous?
Normalization of deviance can lead to a bigger problem. Diane Vaughan identified
normalization of deviance to be the key to the causes of disaster. Simply, a problem has
already been identified in a certain organization, normalizing it would only mean worsening
what could happen.
Solution
Communication is the key to resolve deviancy. It is important to build a culture of
communication and honesty within a certain organization. Communication is the way to
identify and prevent a normalization of deviance within the organization even before it
happens. To make this work, allowing employees to have control over their own jobs
will make them feel empowered.
Furthermore, establish a culture of transparency and openness within the organization
wherein comments and suggestions are openly accepted.

EGOISTIC AND EGOCENTRIC PERSPECTIVES

Egoism VS Egocentrism
Egoism – it is thinking very highly of one’s self. An egotist views everyone as a
competitor, and
evaluated himself to see where he ranks best compared to other people.
Egocentrism – is not being able to empathize to other people. An egocentric person has
very little understanding towards other people, he most often thinks that everyone is concerned
with things that are concerning him and that the world revolves around him.
How does it affect the organization?
An organization involves multiple individuals working together to achieve a common
goal. However, these people perceive things differently, thus it is important for one to
understand each other’s difference. While sometimes it may seem that we only have good
intentions, it is important to note that other people might have a different perspective
regarding the matter in important ways. In engineering, an engineer may want to design a
specific product that is useful but fail to realize the technicality of the design that is not
suitable for common users.

AUTHORITY VERSUS AUTONOMY

Authority – is having the power to enforce rules and give orders. A person in authority has
power over a certain organization, which sometimes may lead to an abuse in power.
Autonomy – is being able to self-govern. An autonomous person has independence over
one’s own thoughts and actions. The code of ethics emphasized the importance of independence
when it comes to engineering practice, it is important for an engineer to have an objective
judgement when it comes to performing their duties.
Milgram’s Experiment
Stanley Milgram is a physiologist at Yale University who conducted an experiment
focusing on obedience to authority and personal conscience. Electric shocks were
administered to “learners” by the volunteers whenever they make a mistake in repeating
word pairs that are presented to them earlier. In reality, there are no shocks to be
administered, but the results of the experiment has shown that majority of the volunteers
really administered the shocks despite hearing
agonizing screams from the “learners”. The results can be subdivided into three categories,
(1) obeyed and justified themselves – the volunteer blamed the “learner” and justified that
the learner deserved to be shocked; (2) obeyed but blamed themselves – the volunteer
felt badly after doing what he did; and (3) rebelled – questioned the authority of the one
conducting the experiment and stuck to his moral principles.
What does Milgram’s Experiment tell us?
Engineers tend to work in large groups, in which the work is being divided into different
people, which makes it challenging to determine who is responsible for the specific work.
Engineers sometimes feel his work to be distanced from its consequences to the society. As
a result, some engineers tend to have a decreased sense of accountability for these
consequences. However, it is important to note that distancing one’s mind from these
consequences does not give a free pass from the responsibility one owes to the society.

REFERENCES:

30 Construction Risks [checklist with download]:

https://www.stakeholdermap.com/risk/construction-risks.html

50th Anniversary of Stanley Milgram's Obedience Experiments. Association for Psychological

Science - APS. (2011, August 24).
https://www.psychologicalscience.org/news/releases/50th-anniversary-of-stanley-
milgrams-obedience-experiments.html.

Barriers to group Effectiveness. (2017). https://fmlink.com/articles/barriers-group-effectiveness/

Boe, R. (1970, January 1). The Normalization of Deviance (If It Can Happen to NASA, It

Can
Happen to You). On the Line: Public Safety Risk Management.
http://lmcontheline.blogspot.com/2013/01/the-normalization-of-deviance-if-it-can.html.

Boundless. Boundless Sociology. Lumen. https://courses.lumenlearning.com/boundless-

sociology/chapter/deviance/.

Cognitive Biases as a Barrier to Decision Making.

https://courses.lumenlearning.com/boundless- management/chapter/barriers-to-
decision-making/

De Poel, I. V. & Royakkers, L. (2011). Ethics, technology, and engineering: An introduction.

West Sussex, United Kingdom: Blackwell Publishing.

Encina, G. B. Milgram's Experiment on Obedience to Authority.

https://nature.berkeley.edu/ucce50/ag-labor/7article/article35.htm.

Harris, C. E., Pritchard, M. S., James, R. W., Englehardt, E. E., & Rabins, M. J. (2018).
Engineering Ethics: Concepts and Cases, 6th Edition. [[VitalSource Bookshelf version]].
Retrieved from vbk://9781337670746
Henshall, A. (2017, February 6). Why Normalization of Deviance is Hurting Your
Company: Process Street: Checklist, Workflow and SOP Software. Process
Street. https://www.process.st/normalization-of-deviance/.

How To Understand People: Egotism Vs. Egocentrism. Revolutionary Lifestyle Design. (2019,
November 19). https://revolutionarylifestyledesign.com/understand-people-egotism-vs-
egocentrism/.

Kolmetz, K. Engineering Ethics (Engineering Fundamentals). (2014).

https://www.klmtechgroup.com/PDF/EF/ENGINEERING_FUNDAMENTALS_ethics_rev_web.
pdf

Lloyd, B. E. Engineering Professionalism. Journal of The Institution of Engineers. Retrieved

from http://consuleng.com.au/Professionalism%20(Lloyd%20-%201973.pdf

McGinn, R. (2015). The ethically responsible engineer: Concepts and cases for students
and professionals. Piscataway, NJ: IEEE Press.

Merriam-Webster. Authority. Merriam-Webster. https://www.merriam-

webster.com/dictionary/authority.

Merriam-Webster. Autonomy. Merriam-Webster. https://www.merriam-

webster.com/dictionary/autonomy.

Moaveni, S. (2015). Engineering Fundamentals: An Introduction to Engineering, 5th

Edition. [[VitalSource Bookshelf version]]. Retrieved from
vbk://9781305537880

Mutagaya, S. A. (2015, May 02). The Relevance of Professionalism to an Engineer. Retrieved

from https://engsolomon.wordpress.com/2015/05/02/the-relevance-of-professionalism-
to-an- engineer/

National Society of Professional Engineers. (2015, September). Are You a Competent Engineer?
Retrieved from https://www.nspe.org/resources/pe-magazine/september-2015/are-you-
competent-engineer

PICE (2007). Manual of Professional Practice for Civil Engineers (3rd ed.). Manila, Philippines:
The Philippine Institute of Civil Engineers, Inc.

Responsibility during building and civil engineering work, Work environment responsibility at
the construction site: https://www.av.se/en/work-environment-work-and-inspections/work-
with- the-work-environment/work-with-the-work-environment/

Risk Management in Construction | process of managing risk:

https://www.stakeholdermap.com/risk/risk-management-construction.html

Thompson, D. (2014). Responsibility for Failures of Government: The Problem of Many

Hands. https://journals.sagepub.com/doi/10.1177/0275074014524013
Van de Poel, I.,Fahlquist, J., Doorn, N., Zwart, S. & Royakkers, L. (2011). The Problem of
Many Hands: Climate Change as an Example.
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3275719/

Wilcox, C. Groupthink (2010): An Impediment to success

https://sanfranciscobookreview.com/product/groupthink-an-impediment-to-success/