“Everyone should get this training to begin organizing his life,” said one Iraqi participant in a recent time management seminar conducted by GTD Principle, Brian Pinkowski. The seminar was held for 20 Iraqis Northern Iraq and covered the fundamentals of daily task lists and common systems used for prioritizing responsibilities. Prior to this seminar, more than 50% of the group did not make a daily to-do list for themselves or their family.
The word “corruption” conjures up images of back room deals between selfish government officials and opportunistic businesspeople, both looking to enrich themselves at the expense of the people. Certainly, such high-level crimes create poverty, death and outrage.
Global Transitions & Development, LLC is pleased to present this first post from M.H., a GTD contributing author and international development expert from the Middle East. M.H.’s insightful and touching accounts are simultaneously personal and universal. She treats the reader to experience a unique viewpoint that comes from the dichotomy of free thinking within a conservative society, of war and the desire for poetry, and of appearances and realities. We are glad to have the privilege of sharing this perspective . . .
Posted in Anticorruption, Conflict Resolution, Gender Issues, Home
Tagged Anti-Corruption, Anti-Corruption Expert, anticorruption, Anticorruption Expert, conflict, conflict resolution, corruption, democracy, gender, Middle East
Deploy Agency Resources Strategically to Fight Corruption In Part I of How to Incorporate USAID’s Anticorruption Strategy into a Winning Proposal, I discussed the first strategic direction called for in the Agency’s Anticorruption Strategy - “Confront the dual challenges of grand and administrative corruption.”
“You cannot teach people to be ethical.”
There are countless “experts” in the world that teach this negative idea. If you don’t believe me, type “can’t teach ethics” into your search engine and look at what they have to say. It is a sorrowful opinion of one’s fellow man and . . . IT IS NOT TRUE.
Posted in Anticorruption, Democracy, Organizational Development
Tagged Anti-Corruption, Anti-Corruption Expert, anticorruption, Anticorruption Expert, Brian Pinkowski, corruption, democracy, governance, government, Management, policies, survival
“Favoritism is always unacceptable wherever the legitimate interest of others who depend on the success of the firm is involved.” With these words my colleague Howard Whitton comments on my post, How to Win the Fight Against Nepotism. In his comment, Howard admonishes us all to stick to our ethical standards. Howard, is right, of course. Howard also presents us with the advice of Mr. Soichiro Honda, former head of Honda Motors – “When you are recruiting someone to the firm, always choose someone who is different from you – even someone you may dislike a little: otherwise, how will Honda Motor ever get anyone who is better than you?”
Posted in Anticorruption, Home, Organizational Development
Tagged Anti-Corruption, Anti-Corruption Expert, anticorruption, Anticorruption Expert, Brian Pinkowski, corruption, human resources, Management, nepotism, policies, survival
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Is nepotism ever acceptable? Or is it always corruption? Believe it or not, opinions differ as to whether placing family and friends in key positions is corruption. It’s important to treat this question seriously to develop successful anticorruption and development policies. Continue reading
USAID’s Anticorruption Strategy, issued in 2005, describes a practical and truly cross-cutting approach to anticorruption. This Post suggests ways that smart bidders can use this Anticorruption Strategy to produce winning proposals and help the Agency achieve its anticorruption goals.
Posted in Anticorruption
Tagged Anti-Corruption, Anti-Corruption Expert, anticorruption, Anticorruption Expert, Brian Pinkowski, corruption, Corruption | Tagged anticorruption, democracy, governance, policies, USAID
Failure to use and enforce Human Resources policies often provides the encouragement for corruption to flourish in an organization. I have seen it repeatedly. A corporation will have, for example, well established hiring processes, but its managers will either refuse to follow the processes, or will make a hiring decision, but then pretend to follow the process.