1. Ethics ©Dr. Emeric Solymossy

2. Introduction  Emeric Solymossy m Pronounced: Shoi moshi m aka: “Dr. E ”  Availability / Accessibility m Office Hours: n Mondays: 10:30 am – 12:00 pm, 3:15 pm until 3:45 pm (60th Street) n Tuesdays: 1:00 pm – 2:00 pm (60th Street) n Wednesdays: 10:30 am – 12:00 pm (60th Street) n By appointment

3. Course Introduction  Course Material m Syllabus n http://faculty.wiu.edu/E-Solymossy/ http://faculty.wiu.edu/E-Solymossy/ m “Text” (Required Readings) n Assorted reading selections l Available on Line m Power Point presentations: n http://faculty.wiu.edu/E-Solymossy/2010-481.htm http://faculty.wiu.edu/E-Solymossy/2010-481.htm

4.  Rigor (expectations) m Critical 10% n Competencies  Values m Standards  Behaviors m Tolerance  Culture m Shaping of collective behavior Realistic Course Preview

5. OUGH

6. YOU’RE BETTER OUGH A ploughman with a face like dough and hands rough as sandpaper, thoughtfully listened to the song "Scarborough Fair." Soon, though, he slipped into a slough of reverie, in which he coughed, hiccoughed, and then fell gently asleep.

7. Cell X Cell 1 Cell2Cell 3 AwarenessAnalysis Evaluation Critical Thinking

8.  Awareness (Discernment) m Information Gathering n Using all senses l Verbal and written ¤ reflection, ¤ observation, ¤ experience and ¤ Reasoning m The information we gather is affected by our perspective (vision) n We cannot recognize what we don’t see l We frequently can’t recognize what we do see. n We control how much we see l Active / Passive

9. Critical Thinking  Analysis m Break down complexities into manageable elements n Decomposition l May involved deductive or inductive reasoning n Re-composition (Greek) to original principles n Transformative (or interpretive) (logical form) m Related to Synthesis – which involves reconstruction m Requires understanding in Context m May involved structured or unstructured methods

10. Critical Thinking  Analysis (Continued) m Based on skepticism n Seeks justification m While based on intellectual processes, goes beyond informal logic and includes the assessment (likelihood of); n maintained beliefs n prejudice, n bias, n propaganda, n self-deception, n distortion, n misinformation, etc.

11. Critical Thinking  Evaluation m intellectual criteria (beyond subject-matter divisions) n Clarity n Credibility n Accuracy n Precision n Relevance n Depth n Breadth n Logic n Significance n Fairness

12. Critical Thinking  Evaluation (judgment) = action m Systematic n Determination l Significance l Merit l Value l Worth m Goal is to provide feedback (guidance) m Evaluation implies action

17. Attitude  3 components m Cognitive n What we think m Affective n What we feel (believe) m Intention to behave n (Not the same as our actual behavior)

18. What is / are:  Management  Ethics  Critical Thinking (Decision-Making)  Is there such a thing as the “right” view?

20. “The Judge” From the Gutenberg Collection

21. A friend of a friend is pregnant She already has eight children m three are deaf, m two are blind, m one is mentally retarded, She herself has syphilis Would you recommend that she have an abortion? Adopted with permission from http://www.Businessballs.com, copyright Alan Chapman, 2003

26. Socrates, in Plato’s Symposium

27.  How ethical is the average adult?  How ethical are you?  How ethical is the average business person?

28.  How ethical is the average adult?  How ethical is the average business person?

29.  How ethical is the average adult?  How ethical is the average business person?  How ethical are you?

30. Business Ethics & Golf  97 % of executives believe golf is a good way to establish business relationships  87% bet money on golf (especially 55+)  82% of Executives admit to cheating on the golf course m 87% have played with a someone who cheated m 86% admit to cheating in business m 82% say they hate people who cheat when they play golf  59% of executives believe how a person plays golf is similar to how they conduct business m 73%: shows a person’s “true” character m 67%: person cheating in golf would cheat in business m 57%: hot head on course would have temper in office m 10% of men, 19% women, feign sick to play golf  11% would rather hit hole-in-one than see son hit a home-run From: Starwood Hotels’ Study: www.hotelonline.com/News/PR2002_2nd/June02_HOTGolf.html

31. How Ethical? Source: Harris Poll of 1,256 adults, data printed in USA Snapshots, “USA Today, September 3, 1992, p. 1A Copyright 1994

32. Reasons Business People Act Unethically .. ..

33. 6 Reasons Business People Act Unethically 1. Rationalization 2. Bad role models in the organization 3. Peer pressure 4. Difficulty in defining what is ethical 5. Corporate culture 6. Pressure from Superiors From: “What is Ethical: Politics, Circumstances, Excuses Can Blur What is Right” by Michael S. Jones, ABC News.com, Feb. 21, 2002

35. Factors Influencing Promotion / Firing  Unethical behavior 28%  Lack of motivation/work ethic 18%  Inappropriate use of technology 14%  Failure to follow instructions 9%  Late for work 8%  Missing assignment deadlines 7%  Failure to take initiative  Failure to follow instructions  Late for work  Missing assignment deadlines  Poor communication abilities  Ineffectiveness in a team Now1990s Technology: email, blogs, text messaging, cell phones, websites.

36. Ethical Philosophies  Utilitarianism (Bentham & Mills) m Ethics of consequences  Deontology (Kant) m Ethics of Duty (Ethical laws)  Principles willed into Universal laws  Treat people as ends (not means)  Virtues (Aristotle) m Ethics of Character

37. What is “virtue”  How do you know what is “good” and “right?”  How do you acquire “knowledge?”  Can virtue (ethics) be “taught?” “Can you tell me, Socrates, whether virtue is acquired by teaching or by practice, or if neither, then whether it comes to man by nature, or in what other way?” “I do not even know what virtue is, much less how it is acquired.” (Plato — Dialogues)

38. "It is easier to fight for one's principles than to live up to them." (Generally attributed to Alfred Adler, 1870-1937, Austrian-born psychiatrist, colleague of Freud and Jung, founder of 'individual psychology' and first to define the inferiority complex.)

39. Critical Thinking Information Analysis Evaluation Time Frame absolute Relative Philosophical framework TeleologyDeontologyVirtue Cognitive Dissonance Principal Stakeholders ConventionalPrinciplesCareEthics Tests JusticeRightsUtilitarianVirtue BEHAVIOR Rationalization (Justification) Core Values   P.L.U.S.

40. The Pyramid of Social Responsibility Source: Carroll, “The Pyramid of Corporate Social Responsibility”, reprinted from Business Horizons (July/August 1991), pg. 39-48 Copyright © Houghton Mifflin Company

42.  Internal  External

43. Integrity Honesty Promise- keeping Fidelity FairnessCaring for Others Respecting Others Responsible Citizenship AccountabilityOpenness ExperiencesFamilyAssociations FaithSelf-ConceptBackground Pursuit of Excellence Books

44.  Standard m How we should behave m Measure of character m More than what you “must” do m Sometimes, not doing what you “want” to  Exercise in self-control m Commitment to do what is right, good, and proper

45. The Individual in Context

46. Trust, Respect, Leadership? Personal Integrity

47. Stages 1 – 2 (Egocentric) Young children & Pre-adolescents Stages 3 – 4 (Community) Teens & most adults Stages 5 – 6 (Highly Principled) 20% of Adults reach this stage Only 5% - 10% consistently at level 6

48.  Standard m How we should behave m Measure of character m More than what you “must” do m Sometimes, not doing what you “want” to  Exercise in self-control m Commitment to do what is right, good, and proper

49. Determinants of Moral Behavior Characteristics (Moral Intensity) of the Issue Social Characteristics Relationships with “others” Type of Relationships Structure of Relationships Individual Characteristics Situational Characteristics Level of Cognitive Moral Development Cognitive Dissonanc e Recognize the moral Issue Make a Moral Judgment (establish Intent) Engage in Moral Behavior Steps towards moral behavior

50. It is time to elect the world leader, and yours is the deciding vote. Here are the facts on the three candidates:  He associates with crooked politicians and consults with astrologers. He’s had two mistresses. He also chain smokes and drinks up to ten Martinis a day  He was ejected from office twice, sleeps until noon, used opium in college and drinks a large amounts of whiskey every evening.  He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extra-marital affairs. Which of these candidates would be your choice? Franklin D. Roosevelt Winston Churchill Adolph Hitler

51. A friend of a friend is pregnant She already has eight children m three are deaf, m two are blind, m one is mentally retarded, She herself has syphilis Would you recommend that she have an abortion? If yes…. We would be without the music of Beethoven

52. Susan Atkins worked on the assembly line at an automotive parts factory. Although she occasionally found the job tedious, she liked it nonetheless, especially the benefits and good wages guaranteed by her union contract. One day her boss of 12 years, Anthony Trotto, called her in and said he was planning to reclassify her job to one that was not covered by the contract. In the next few weeks, Susan met several times with Mr. Trotto and each time asked about job security. She was repeatedly assured that her job was secure and as long as she continued to work well, she wouldn't have a problem. Unfortunately, Susan's performance evaluations began moving toward the 'unacceptable" range and she was ultimately fired.

53.  If you had been Susan, would you have sued? m If so, on what grounds?  If you were the automotive company, what would your defense have been? m Can an oral assurance be considered a contract? m If so, what assurances have you made lately?  How would they hold up in court? m How do you think the court would rule in such cases?

54. Actual Judgement in Similar Situation  Mullins v. Pfizer Inc. m Supreme Court held for the plaintiff (employee) n Having announced an early retirement package, and denying the benefits to retiring employees, the company treated employees unfairly. n The company was found to have misrepresented its intentions

55. Ethical Leadership  Sure signs that my boss (organization’s leader) exhibits ethical leadership are: 1. __________________________ 2. __________________________ 3. __________________________ How do you measure ethicity?

56. What do we expect of:  Leaders (Management)  Subordinates  Colleagues  Acquaintances  Friends m Close friends m Very close friends  Business persons m Customers m Suppliers

57. The Surest Signs Of My Ethical Leadership  The surest signs of that my own leadership is ethical include: 1. __________________________ and 2. __________________________ and 3. __________________________

58. Demonstrating Ethical Leadership  Make no advance announcements. Wait until your policy has been clearly defined.  If possible, have an attorney review the policy to ensure there is no ethical or legal breach.  Avoid using phrases such as 'seriously considering' that may hold false promise for employees.  Meet face-to-face with employees to lay out the final policy and to answer questions they have.  Form a rumor-quashing committee to dispel possible misunderstandings.  Issue policy reminders and policy restatements several different times in several different ways.  If your organization does not have specific policies in effect for various HR issues, assume a leadership position and begin to codify the consequences of changes so that fair and ethical treatment will ensue.

62. Using the P.L.U.S. Metric P = Policies Is it consistent with my organization's policies, procedures and guidelines? L= Legal Is it acceptable under the applicable laws and regulations? U = Universal Does it conform to the universal principles/values my organization has adopted? S= Self Does it satisfy my personal definition of right, good and fair?

63. It is time to elect the world leader, and yours is the deciding vote. Here are the facts on the three candidates:  He associates with crooked politicians and consults with astrologers. He’s had two mistresses. He also chain smokes and drinks up to ten Martinis a day  He was ejected from office twice, sleeps until noon, used opium in college and drinks a large amounts of whiskey every evening.  He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extra-marital affairs. Which of these candidates would be your choice? Franklin D. Roosevelt Winston Churchill Adolph Hitler

64. A colleague asks me if she could use your name for an employment reference. She has been in two of your classes and you’ve worked part time at the same company for a rather long time and know her well – you’re friends. She's a good person and a dependable person. But, deep down, you’re very uncomfortable about giving a job reference. You do not feel she has the skills or ability to tackle the job she is seeking. You would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do you do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

65. What kind of friend and mentor would you be if you refused to give a reference? Besides, what harm is there. All you have to do is answer a few questions and keep your personal opinions to yourself. But if she gets the job and fails, have you really been a friend? Do you give a reference based on the value of loyalty? A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well – we’re friends. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

66. What kind of friend and mentor would I be if I refused to give a reference? Besides, what harm is there. All I have to do is answer a few questions and keep my personal opinions to myself. But if she gets the job and fails, have I really been a friend? Do I give a reference based on the value of loyalty? She is not a good match for this job, no matter how much she wants it. She has great strengths, but not in the areas required in this position. If you give her a recommendation and she doesn't make it on the job that reflects on you as well. If she doesn't get the job because of you she will be disappointed and discouraged. Do you not give a reference based on the value of honesty? A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

67. What kind of friend and mentor would I be if I refused to give a reference? Besides, what harm is there. All I have to do is answer a few questions and keep my personal opinions to myself. But if she gets the job and fails, have I really been a friend? Do I give a reference based on the value of loyalty? She is not a good match for this job, no matter how much she wants it. She has great strengths, but not in the areas required in this position. If I give her a recommendation and she doesn't make it on the job that reflects on me as well. If she doesn't get the job because of me she will be disappointed and discouraged. Do I not give a reference based on the value of honesty? There is no "correct" answer to this dilemma. If you place a high value on honesty, the ethical response is not to give the reference and to explain your reasons fully. If you value loyalty, you may write a letter of reference carefully choosing your words to highlight her actual skills. A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do?

68. Standards of Conduct  DoD’s Standards of Conduct m http://www.dod.mil/dodgc/defense_ethics/ http://www.dod.mil/dodgc/defense_ethics/  AITP’s Standards of Conduct m http://www.aitp.org/organization/about/conduct/conduct.jsp http://www.aitp.org/organization/about/conduct/conduct.jsp  ASCE’s Standards of Conduct m https://www.asce.org/pdf/ethics_manual.pdf https://www.asce.org/pdf/ethics_manual.pdf  Engineers Ireland m http://www.iei.ie/ethics/conduct.pasp http://www.iei.ie/ethics/conduct.pasp  Engineers teaching ethics (interesting article) m http://www.onlineethics.org/CMS/edu/instructessays/davis.aspx http://www.onlineethics.org/CMS/edu/instructessays/davis.aspx  Washington’s code of civility m http://www.foundationsmag.com/civility.html http://www.foundationsmag.com/civility.html

69.  What does it mean? m In what context? m Why it is so important?  What does it mean? m How is it related to “Informed consent”