Transcript Ethics 481 2008 2

The Individual in Context
Pressures?
External:
Internal:
Associations
Books
Self-Concept
Determinants of Moral Behavior
Characteristics
(Moral Intensity) of the Issue
Social
Characteristics
Relationships
with “others”
Type of
Relationships
Steps towards moral behavior
Recognize
the moral
Issue
Structure of
Relationships
Make a
Moral
Judgment
(establish
Intent)
Engage in
Moral
Behavior
Individual
Characteristics
Cognitive
Dissonance
Situational
Characteristics
Level of Cognitive Moral
Development
Ethics Exercise
Adopted with permission from http://www.Businessballs.com, copyright Alan Chapman, 2003

If you knew a woman who was pregnant, who
had eight children already; three of whom
were deaf, two who were blind, one mentally
retarded, and she herself had syphilis, would
you recommend that she have an abortion?
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?
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
Franklin
D. Roosevelt
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
Winston Churchill
affairs.
Adolph Hitler
Which of these candidates would be your choice?
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
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?
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?
Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002
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
What
kind ofperson.
friend and
mentor
would
I be if I refused
to
dependable
But,
I am very
uncomfortable
about
give a a
reference?
Besides,
whatfeel
harm
there.
I have
giving
job reference.
I do not
sheishas
the All
skills
or to
do
is answer
a few
questions
and keepI my
personal
ability
to tackle
the job
she is seeking.
would
personally
opinions
myself.
Butjob.
if she
getsnot
thetojob
and
fails,
have be
I
never
hiretoher
for that
That's
say
she
wouldn't
really
been
friend?
I give
a reference
based
the
great in
a lota of
other Do
things.
But
this position
is notonwhere
value
of loyalty?
her
strengths
lie. So what do I do?
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?
Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002
A student asked me if she could use my name for an
employment reference. She has been in two of my classes
and
a student
aid worker
a rather
Whatshe’s
kind been
of friend
and mentor
wouldwith
I beusif for
I refused
to
long
time
and I know
her well.
person
and ato
give a
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whatShe's
harma isgood
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All I have
dependable
But, I amand
verykeep
uncomfortable
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do is answerperson.
a few questions
my personal
She
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good match
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matter
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giving
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not
feel
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or I
opinions
toamyself.
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she
gets
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job
and
have
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it.a She
great
but
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the
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isstrengths,
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I give
a reference
based
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inher
thisfor
position.
If IThat's
give her
never
hire
that job.
notatorecommendation
say she wouldn'tand
be
value of
loyalty?
she
it on
the job
that
reflects
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well. If
greatdoesn't
in a lotmake
of other
things.
But
this
position
notaswhere
she
doesn't get
because
of me she will be
her strengths
lie.the
Sojob
what
do I do?
disappointed and discouraged. Do I not give a reference
based on the value of honesty?
There is no "correct" answer to this dilemma. If I place a
high value on honesty, the ethical response is not to give
the reference and to explain my reasons fully. If I value
loyalty, I may write a letter of reference carefully choosing
my words to highlight her actual skills.
Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002
Evidence Of Ethical Leadership

Sure signs that my boss (organization’s
leader) exhibits ethical leadership are:
1. __________________________
2. __________________________
3. __________________________
What do you use to measure ethicity?
The Surest Sign …


That Intelligent life exists elsewhere
in the universe is..
That it has never tried to contact us!
(Cartoonist Bill Watterson – “Calvin & Hobbes”)
What is / are:
 Management
 Ethics
 Critical
 Is
Thinking (Decision-Making)
there such a thing as the “right”
view?
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.
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.

If you had been Susan, would you have
sued?
 If so, on what grounds?

If you were the automotive company,
what would your defense have been?
 Can an oral assurance be considered a
contract?
 If so, what assurances have you made
lately?

How would they hold up in court?
 How do you think the court would rule in
such cases?
Actual Judgement in Similar
Situation
 Mullins
v. Pfizer Inc.
Supreme Court held for the plaintiff
(employee)
Having announced an early retirement
package, and denying the benefits to retiring
employees, the company treated employees
unfairly.
The company was found to have
misrepresented its intentions
The Surest Signa Of My Ethical
Leadership

The surest signs of that my own
leadership is ethical include:
1. __________________________
and
2. __________________________
and
3. __________________________
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.
Critical Thinking
Awareness
Cell 1
Analysis
Cell X
Cell 3
Cell2
Evaluation
Critical Thinking
 Awareness
(Discernment)
Information Gathering
Using all senses
 Verbal and written
reflection,
observation,
experience and
Reasoning
Critical Thinking
 Evaluation
intellectual criteria (beyond subjectmatter divisions)
clarity,
credibility,
accuracy,
precision,
relevance,
depth,
breadth,
logic,
Significance, and
fairness.
Critical Thinking
 Based
on skepticism
Seeks justification
 While
based on intellectual processes,
goes beyond informal logic and includes
the assessment (likelihood of);
maintained beliefs
prejudice,
bias,
propaganda,
self-deception,
distortion,
misinformation, etc.
Critical Thinking
 Evaluation
(judgement)
Systematic
Determination
 Significance
 Merit
 Value
 Worth
Goal is to provide feedback (guidance)
Recognition
Situational
Framing
Analysis
&
Evaluation
Action
Personal Characteristics
Utility
Individual
Rights
Justice
Care
Culture
Social Networks
Economic Environment
Foreseeable Consequences
Perceptions
&
Behavioral
Intentions
What do we expect of:
 Leaders
(Management)
 Subordinates
 Colleagues
 Acquaintances
 Friends
Close friends
Very close friends
 Business
persons
Customers
Suppliers
 What
does it mean?
In what context?
Why it is so important?
Standards of Conduct

WIU’s Student Code of Conduct

DoD’s Standards of Conduct

AITP’s Standards of Conduct

ASCE’s Standards of Conduct

Engineers Ireland

Engineers teaching ethics (interesting article)

Washington’s code of civility
http://www.wiu.edu/policies/stucode.php
 http://www.dod.mil/dodgc/defense_ethics/
 http://www.aitp.org/organization/about/conduct/conduct.j
sp
 https://www.asce.org/pdf/ethics_manual.pdf
 http://www.iei.ie/ethics/conduct.pasp
 http://www.onlineethics.org/CMS/edu/instructessays/davi
s.aspx
 http://www.foundationsmag.com/civility.html
Social Responsibility
 Maintains
that businesses should not
function amorally, but should contribute
to the welfare of their communities.
Recognizes multiple objectives:
economic, social, and environmental
dimensions from each and all activities
Related to:
 If
sustainability,
Citizenship
not “amoral,” then has ethical
dimensions