Copyright  2010 Pearson Education Canada / J A McLachlan Chapter Nine Making Ethical Decisions

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 2 Individual Ethical Decisions When laws, policies, professional standards and codes of ethics cannot tell us clearly what the right thing to do is, or appear to be in conflict, we must make an individual ethical decision. This type situation is one of the following: A locus of control issue An ethical problem An ethical dilemma

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 3 Locus of Control Issues Values or principles that are important to you are being violated, but you are not in control of the situation and do not know what role you should take in resolving it. Example: Someone you know is behaving in a way that you consider unethical. The behaviour may or may not be covered by any law or workplace policy. (Continued)

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 4 Resolving Locus of Control Issues Ask yourself the following questions: Who is behaving unethically? Am I in a position to stop this behaviour? On what authority? Am I compelled to act unethically as a result of this behaviour? Who is being hurt by this behaviour? Am I ethically obligated to assist the injured parties? In what way? Can I live with this situation? If not, what options do I have?

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 5 Ethical Problems You are the moral agent able to act in this situation, but there is a barrier preventing you from doing the right thing. Example: Your supervisor or your friend suggests that you follow a course of action that is against your principles. (Continued)

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 6 Resolving Ethical Problems To resolve an ethical problem you must identify the barrier and find a way to overcome it. Example: Suggest an alternative course of action to your supervisor or friend which meets his or her objectives and does not violate your principles, or simply refuse to do the unethical action.

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 7 Ethical Dilemmas This is a situation in which morals and principles that are important to you are in conflict. You must choose between two or more courses of action, but there is no “right choice”; you must find the “most right” or “least wrong” alternative. Resolving an ethical dilemma requires finding the option that upholds the most important principles and/or has the least negative outcome for everyone concerned.

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 8 Identifying the Causes of Ethical Distress Which of the following is a locus of control issue, an ethical problem or an ethical dilemma? 1.A girl at work slacks off and sometimes cheats the customers, but she is the owner’s niece. Your mutual supervisor ignores her behaviour. 2.Your close friend tells your teacher he was sick the day of a test, and says you will confirm it. You know he was playing golf that day. Your teacher asks you about it. 3.Your terminally ill brother begs you to help him end his life. You believe in euthanasia, but your parents are very opposed to it.

Copyright  2010 Pearson Education Canada / J A McLachlan 9- 9 Resolving Ethical Dilemmas Strategies for resolving an ethical dilemma fall into three classifications: 1.Principle-based models 2.Reflection-based models 3.Procedure-based models

Copyright  2010 Pearson Education Canada / J A McLachlan Principle-Based Models First, determine which principles and values you wish to live by. Then, prioritize them. Example: A moral compass. First: Always be honest Second: Treat everyone with respect Third: Be compassionate This method is quick and useful in identifying the right course of action when two or three principles are in conflict.

Copyright  2010 Pearson Education Canada / J A McLachlan Reflection-Based Models This method of resolving ethical issues is based on personal reflection. It usually takes the form of answering a series of questions. The questions are intended to probe the ethical validity of a particular course of action that is being considered. If used to resolve an ethical dilemma, the questions might be posed for each possible course of action separately, and the results compared and evaluated to find the best solution. One example is the “ethics check” questions.

Copyright  2010 Pearson Education Canada / J A McLachlan The “Ethics Check” Questions 1.Is it legal? (Is the action being considered against the law? Does it violate any company policies or professional standards? Can I defend it before a board of inquiry?) 2.Is it balanced? (What are the likely consequences? Is it fair to everyone who will be affected by it in the long term as well as the short term?) 3.How will it make me feel about myself? (What is my “gut” feeling about it? Will I be proud of myself afterward? Would I want my family, friends, neighbours to know? Does it uphold the values and principles I believe in?)

Copyright  2010 Pearson Education Canada / J A McLachlan Procedure-Based Models Resolves ethical dilemmas following a step-by-step process. More time-consuming than prioritizing ethical principles or reflecting on key questions. Usually reserved for more complex dilemmas where many people will be affected. Follows a standardized procedure, so the final decision is more objective, especially if more than one person is involved in the process. Each step can be documented and held up for scrutiny afterwards. Preferred when the outcomes may be serious and the decision- maker is likely to be held accountable.

Copyright  2010 Pearson Education Canada / J A McLachlan Steps in the Procedure- Based Model 1. Fact-finding. Research the facts and background context thoroughly. 2. Issue identification. Examine the ethical issues involved (personal, systemic and/or corporate) as well as relevant laws, company policies, and professional standards of practice. Identify clearly those in conflict. Consider whether this is a locus of control issue, an ethical problem or an ethical dilemma. 3. Identifying the stakeholders. Identify anyone and everyone who will be affected by the outcome of the action taken. (Continued)

Copyright  2010 Pearson Education Canada / J A McLachlan Steps in the Procedure-Based Model 4. Identifying and analyzing possible alternatives. List all the possible courses of action, using the SMART strategy (Specific, Measurable, Achievable, Realistic, Time-framed). Any practical constraints which could prevent a course of action from being implemented must also be considered. 5. Evaluating the alternatives. Prioritize the principles and values in conflict and evaluate how each alternative upholds or violates them. Decide which long- and short-term impacts on stakeholders are more serious, which outcomes are more likely than others and which laws, policies and professional standards must be upheld and which can be bent for a greater good. (Continued)

Copyright  2010 Pearson Education Canada / J A McLachlan Steps in the Procedure-Based Model 6. Documenting the decision. Record and be able to justify the chosen alternative and the process of implementing it. 7. Implementing the chosen action. If possible, discuss the decision with the other stakeholders before implementing it. Prepare a detailed implementation plan. Consider how to lessen potential negative impacts and increase anticipated positive impacts. (Continued)

Copyright  2010 Pearson Education Canada / J A McLachlan Steps in the Procedure-Based Model 8. Monitoring the outcome. Determine whether the goal was successfully met, the important principles were upheld and the impact on the various stakeholders was what had been anticipated. If the outcome was unsuccessful in any of these three aspects, the decision- maker will have to determine why, and what should be done to correct it.

Copyright  2010 Pearson Education Canada / J A McLachlan Action Plan for Ethical Decision-Making What are the advantages and disadvantages of: Principle-based models? Reflection-based models? Procedure-based models? Which would you choose? Why?