2. ETHICS: THE BASIC QUESTION n Is an action right or wrong? n How do you decide?

3. Models of Decision Making n Golden Rule: Doing Good n Absolute Moral Duty: Principles n Utilitarianism: Consequences

4. Golden Rule n A good person is concerned with and responsible for the well being of others. n Ethical people seek to help others and avoid causing harm.

5. Limitations of the Golden Rule n We cannot demonstrate equal love or caring to all people affected by our decisions. n We must often prioritize certain interests over others.

6. Moral Obligations (Kant) n Ethical obligations are “higher truths” n No exceptions, no excuses n Absolute principles are not affected by consequences

7. Limitations of Moral Obligations n Fails to resolve issue when a person is faced with a choice between two ethical values. n Example: Would one lie to protect a confidence?

8. Utilitarianism n The ethical merit of an act is best determined by consequences produced. n An ethical person evaluates competing values in terms of likely and intended results. n Actions are right when they produce benefit and prevent harm.

9. Limitations of Utilitarianism n Determining greatest good for the greatest number is not easily determined. n Easily produces “situational ethics”.

10. Work in the new economy n Wealth in the new economy is based less on raw materials and more on value added by knowledge. n Those who shape the future will create wealth by enhancing the capabilities of people. n The twin resources for shaping this future are the work ethic embracing character and knowledge including technology.

11. The Ethical Workplace n The work is seen as meaningful n The work calls upon people’s passions and beliefs n The work is viewed as a calling n The work of others is respected n The work is something done together and for each other

12. Ethical and Non-ethical Workplace Values n Build reputation n Getting a job done n Satisfy our pride n Win n Avoid shame of failure n Increase profit n Peer approval n Protect ourselves or loved ones n Be honest n Keep promises n Safeguard confidences n Avoid conflicts of interest n Be accountable for your actions n Care for others n Professionalism

13. STEPS OF ETHICAL DECISION MAKING n Clarify what must be decided. n Evaluate the facts and assumptions. n Make a decision. n Implement the decision. n Monitor and modify.

14. CLARIFY n Determine exactly what must be decided. n List a full range of alternatives. n Develop three ethically justifiable options.

15. Evaluate n Do any options require the sacrifice of any ethical principle? n Distinguish between facts and opinions. n Rank credibility of sources. n Check for bias and self interest. n Consider benefits, burdens and risks to each stakeholder.

16. Decide Using The Three Ethics Guides n GOLDEN RULE: Are you treating others as you would want to be treated? n PUBLICITY: Would you be comfortable seeing your decision on the front page of the newspaper? n KID ON YOUR SHOULDER: Would you be comfortable if your closest family member were observing you?

17. Implement n Minimize costs and maximize benefits in implementation. n Avoid self-righteous attitude.

18. Monitor and Modify n Be prepared to revise a decision based on new information. n Deal with unintended and unforeseen consequences.

19. Why use case studies in workplace ethics? n Foster civility and openness with everyone encouraged to participate. n Expand understanding of ethical issues and improvement of the ethical climate. n Require defense of one’s position and holds other’s accountable for their position. n Encourages a shared understanding of the business’s operations, norms, rules and culture. n Develops community ownership of ethical problems.

20. DECISION: CASE STUDIES n Heinz Drug Dilemma n The Case of the Successful Broker n A Presidential Dilemma n Religious Diversity Dilemma n Public Welfare - Hazardous Waste: An Engineer’s Decision