There are benefits and risks involved when TI computer equipment is used for playing computer games. Guidelines must be established by the team or by local management.
There are some issues on which we continually get questions here in the Ethics Office. The use of the TI computer for playing games is one of those.
Consider these comments from TIers
There are several issues to be considered here, but the most important is the problem stated clearly in these messages from TIers . . . the relationship between us and our fellow employees. Relations become strained when one feels that others are not doing their share or that they are cheating the team or the company. And the proper relationship among co-workers is what makes this a good place to work, is what keeps us as individuals and as a company competitive and productive, and is simply a large part of what makes us enjoy what we do at TI. When game-playing causes other TIers to grumble, then that is a clear signal that there is a problem that must be addressed by the team or by the management.
Many of the TI computer users are converting to the Windows environment with its built-in games. Users are properly encouraged to play the games to gain familiarity with the mouse. The question then becomes how much is enough.
There are two other issues well covered in previous T NEWS Ethics articles, but worth mentioning briefly. TI computer equipment cannot be used for gambling purposes. Also, if a TIer has a game on the computer that is not freeware, then that TIer must also possess the proper software or it must be covered by proper licensing. Otherwise, it should be removed immediately.
So what is the TI policy on playing games on TI equipment? In general, if the software is properly licensed and the games do not involve gambling, usage is controlled at the lowest possible level, either by the team or by local management. Guidelines should be established and communicated to the work groups. There are benefits to game playing, but the damage to the relationships are issues that must be faced locally and guidelines must be communicated.
Sometimes situations are not what they first appear to be. We all have a responsibility to ask questions and raise issues.
Consider the following situations that were reported over the Ethics Office communication lines
The situations above are typical of many issues brought to the Ethics Office, and it is right -- they should raise warning flags. Each should cause us to be concerned about whether we are doing the proper thing. Yet in every one of the particular cases, when the unique circumstances were examined, it was determined that there was nothing improper. There was nothing wrong. There were circumstances unknown to the observer that made the apparent violation appropriate for the situation. We will examine each of these situations over the next few weeks to highlight the issues.
So what are the problems? For every situation like the ones above, how many go unresolved? How many result in a TIer thinking that another is failing to meet the TI standards, is cheating the company or fellow employees, or simply is not doing what is right? How many relationships are damaged? How much trust and respect are improperly destroyed?
Remember this: A situation that is perceived as real will be reacted to as if it were real.
Each of us has the obligation to consider how our actions will be received and, equally important, will be perceived. We must continually consider perceptions and be proactive in the elimination of misconceptions and their resulting rumors and grumblings.
Each of us has the right and obligation to question activities and to raise issues when others appear to be doing wrong. When we know the complete situation, perhaps it will be merely a matter of reception. But we should always check it out at the earliest opportunity. Allowing it to linger only damages relationships. TI is rich in sources of information. Your supervisor is generally the best place to raise these issues because your supervisor usually knows your situation better than anyone else. However, there are other good sources depending upon the issue: TI Human Resources, TI Legal, the open door to higher levels of your management, and your TI Ethics Office. It is important that you ask and continue asking until you are satisfied that you understand the situation.
A situation that is perceived as real will be reacted to as if it were real. In this series on perceptions, we examine situations that were reported over the Ethics Office communications lines.
Although these situations looked very suspicious on first examination, further investigation reveals that the problem is in perception, not in reality.
In each situation above, there were circumstances unknown to the observer that made the apparent violation appropriate for the situation. But we must always remember that a situation that is perceived as real will be reacted to as real.
Each of us has the obligation to consider how our actions will be received and, equally as important, we must continually consider perceptions and be proactive in the elimination of misconceptions and their resulting rumors and grumblings.
Each of us has the right and obligation to question activities and to raise issues when others appear to be doing wrong. When we know the complete situation, perhaps it will be merely a matter of perception. But we should always check it out at the earliest opportunity. Allowing it to linger only damages relationships.