企業(yè)倫理學（原書第5版）教案指導 第2章　道德決策：個人和職業(yè)背景Ethical Decision-Making Personal and Professional Contexts

Chapter02-EthicalDecision-Making:PersonalandProfessionalContexts

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IMChapter2:

EthicalDecision-Making:PersonalandProfessionalContexts

ChapterObjectives

Afterreadingthischapter,studentswillbeableto:

1.Describeaprocessforethicallyresponsibledecisionmaking.

2.Applythismodeltoethicaldecisionpoints.

3.Explainthereasonswhy“good”peoplemightengageinunethicalbehavior.

4.Exploretheimpactofmanagerialrolesonthenatureofourdecisionmaking.

OpeningDecisionPoint

AmIabouttoLoseMyJob?

Withthiscase,thegeneralintroductionofChapterOneisbroughtdowntotheverypracticallevelofindividualdecisionmaking.ThisscenarioisbasedonanamalgamoftwoactualsituationsinwhichourownMBAstudentshavefoundthemselves,sothiscanbeusedtointroducestudentstoasituationthattheythemselvescouldface.Assuch,thisisagoodopportunitytofleshoutthedecisionmakingprocedureintroducedinChapterOne.Ahelpfulstartmightbetosimplywalkthroughthedecisionmakingprocedureappliedtothiscase:whatfactswouldyouneedtoknow?Whataretheethicalissuesinvolved?Whoarethestakeholders?

Thiscasealsocanbeusedtodemonstratethatpeoplefaceavarietyofethicaldemands,rangingfromthepersonalconcernwithtruthfulness,toanindividualresponsibilitytofriends,tothedemandsofprofessionalresponsibility.Thisisagoodexampleofaclassicmoraldilemma:anindividualisfacedwithcompetingandincompatibleethicalclaims.

Thiscasealsoprovidesanopportunitytodiscusstheethicalbasisofsomeprofessionaldutiesandexaminewhysomemightconfusethiswiththeseparationthesis.Inthissituation,itmightappeartobeordinaryethicalresponsibilitiesoftruthfulnessandpersonalintegrityconflictwithaperson’sbusinessresponsibilitiestoholdinformationinconfidence.Butthedutyofconfidentialitymightbestbeexplainedasanexampleofanotherordinaryethicalresponsibility,namelypromise-keepingandthefiduciary-responsibilityofprofessionals.

Finally,thecasecanalsobeusedtoreinforcetheunderstandingthatethicsdoesnotalwaysinvolveunambiguousconclusions.Theremaybenosingle“right”answer(why,otherwise,wouldtheindividualinvolvedfeelthepullofadilemma?),butvariousmore-or-lessreasonabledecisions.

I. Introduction

PuttingEthicsintoPractice:Ethicsrequiresnotsimplydecision-making,butaccountabledecision-making.

Evenifapersondoesnotconsciouslythinkaboutadecision,herorhisownactionswillinvolvemakingachoiceandtakingastand.

Example:Ifyoufindyourselfinasituationsimilartothediscussioncase,howwouldyouthinkyourwaythroughit?

EthicalDecisionMakinginEverydayLife:Thischapterexaminesvariouselementsinvolvedinindividualdecisionmakingandappliesthoseconceptstothedecisionsindividualsmakeeverydayinbusiness.Thechapteralsoexplores:

Waysethicaldecisionmakingcangowrong.

Wayseffectivebusinessleaderscanmodelthemosteffectiveethicaldecision-making.

II. ADecisionMakingProcessforEthics

WhatistheEthicalDecision-MakingProcess?

WeexploretheapplicationtotheopeningDecisionPoint-Howwouldyoudecidewhattodointhecaseatthebeginningofthechapter?

**TeachingNote:ThisdiscussionshouldbetiedbacktoChapterOneandstudentsshouldberemindedthatanethicscoursestrivestohelpthemthinkforthemselves.Alwaysinthebackgroundarethedualpitfallsofdogmatism,whichimposesonecorrectethicalviewonall,andrelativism,whichdeniesthatthereisanycorrectethicalview.Thisdecision-makingprocessprovidesthemiddlegroundbetweendogmatismandrelativism.

*ChapterObjective1DiscussedBelow*

Step1:DeterminetheFactsoftheSituation.

Itisessentialtomakeanhonestefforttounderstandthesituation,andtodistinguishfactsfrommereopinion.

Perceptualdifferencessurroundinghowindividualsexperienceandunderstandsituationscanexplainmanyethicaldisagreements.Knowingthefactsandcarefullyreviewingthecircumstancescangoalongwaytowardsresolvingdisagreementsatanearlystage.

Example:Letusturntothediscussioncase.Whatfactswouldbeusefultoknowbeforemakingadecision?Supposeyoudoknowwhatwillhappentothislocaloffice?.Wouldthatmakeadifference?Supposeyouknewspecificdetasofthequestioner’slife,suchasfamilyfinancialsituation.Howwouldyourdecisionchangeasanyofthesefactschanged?Canyouimagineasituationinwhichwhatlookslikeanethicaldisagreementturnsouttobeadisagreementoverthefacts?

RoleofScience(andTheoreticalReason)inEthics:

Anethicaljudgmentmadeinlightofadiligentdeterminationofthefactsisamorereasonableethicaljudgmentthatonemadewithoutregardforthefacts.Apersonwhoactsinawaythatisbaseduponacarefulconsiderationofthefactshasactedinamoreresponsibleway—ethicallyandrationallymoreresponsible—thanapersonwhoactswithoutdeliberation.

Thesciences,andperhapsespeciallythesocialsciences,canhelpusdeterminethefactssurroundingourdecisions.Asabusinessexample,considerwhatfactsmightberelevantformakingadecisionregardingchildlabor.Considerhowthesocialsciencesofanthropologyandeconomics,forexample,mighthelpusunderstandthefactssurroundingemployingchildrenintheworkplacewithinaforeigncountry.

Applyingthisstrategytoabusinessoperationwouldencouragebusinessdecision-makerstoseekoutperhapsalternativeorsomewhatlesstraditionalmethodsoffactgatheringtoensurethatsheorhehascompiledallofthenecessarydatainprocessingthemostethicaldecision.

Step2:IdentifyingtheEthicalIssuesInvolved.

Itiscrucialtorecognizeadecisionorissueasanethicaldecisionorethicalissue.Itiseasytobeledastraybyafailuretorecognizethatthereisanethicalcomponenttosomedecision.

Itisimportanttoaskquestionsabouttheethicalimplicationsofadecisionorissue:Howdoesonedeterminethataquestionraisesanethicalissueatall?Whendoesabusinessdecisionbecomeanethicaldecision?

“Business”or“economic”decisionsandethicaldecisionsarenotmutuallyexclusive.Justbecauseadecisionismadeoneconomicgroundsdoesnotmeanthatitdoesnotinvolveethicalconsiderationsaswell.

Beingsensitivetoethicalissuesisavitalcharacteristicthatneedstobecultivatedinethicallyresponsiblepeople.

Howwillourdecisionsimpactthewell-beingofthepeopleinvolved?

Tothedegreethatadecisionaffectsthewell-being—thehappiness,health,dignity,integrity,freedom,respect—ofthestakeholders,itisadecisionwithethicalimplications.

Shallwealsoconsiderthentheenvironment,animals,futuregenerations?Thereareoftenethicalimplicationsfortheseentities,aswell.Intheend,itisalmostimpossibletoconceiveofadecisionwemightmakethatdoesnothaveatleastsomeimpactonthewell-beingofanother.

Normativemyopia,orshortsightednessaboutvalues,canoccurinbusinesscontextswhenoneisunabletorecognizeethicalissues.Normativemyopiadoesnotoccuronlyinbusinesses,astheRealityCheckbelowdisplays.

*Reference:“RealityCheck-IsThereanEthicsofWritingPapers?”*

*Reference:“RealityCheck–FoolingOurselves”

Inattentionalblindnesscanresultfromfocusingfailureswhenwehappentofocus-orwearetoldspecificallytopayattentiontoaparticularelementofadecisionorevent–andwemissallofthesurroundingdetails,nomatterhowobvious.

Changeblindnessoccurswhendecision-makersfailtonoticegradualchangesovertime,suchaswhenArthurAndersenauditorsdidnotnoticehowlowEnronhadfallenintermsofitsunethicaldecisions.Oneofthemeansbywhichtoprotectagainstthesedecisionrisksistoensurethatdecision-makersseekinputfromothersintheirdecisionprocesses.

Step3:IdentifyandConsiderAllofthe“Stakeholders”AffectedbytheDecision.

“Stakeholders”inthisgeneralsenseincludeallofthegroupsand/orindividualsaffectedbyadecision,policy,oroperationofafirmorindividual.

Consideringissuesfromavarietyofperspectivesotherthanone’sown,andotherthanwhatlocalconventionssuggest,helpsmakeone’sdecisionsmorereasonableandresponsible.

*Reference“Figure2.1–StakeholderMap”*

Shiftingone’sroleishelpfulinconsideringtheaffectsofadecisiononothers.

Ratherthanbeinginthepositionofthepersonwhoisbeingaskedaboutthepotentialjobloss,whatwouldyouthinkofthiscaseifyouwerethepersonfacingthelossofajob?Howdoesthatimpactyourthinking?Whatwouldyourjudgmentbeifyouwerethepersonwhowasasking?

KeyTestofEthicalLegitimacy:Whetherornotadecisionwouldbeacceptablefromthepointofviewofallpartiesinvolved.

Ifyoucouldacceptadecisionaslegitimatenomatterwhosepointofviewyoutake,thatdecisionwouldbefair,impartial,andethical.

Example:Ifyouacknowledgethatyouwouldnotviolateconfidencenomatterwhichpersonyouwere,thenthatisastrongindicationthatthedecisiontokeepconfidenceisafairorethicalone.

Example:OrconsiderEnbridge’sdecisionsaftertheoilspillinWrigley,asdescribedinChapter1.Consideringonlyitsobligationtoitsshareholdersmightleadtoadecisiontosatisfyonlytheminimumlegalrequirementsforcleaningupthesite,toavoidadditionalcoststhatwouldnegativelyimpactprofits.However,adecisionthatconsidersonlytheshareholders’pointofviewwouldnotbearesponsibledecision.ThespillalsoaffectedtheresidentsofWrigley,whoareheavilydependentontheforestsandwaterwaysintheareafortheirlivelihoodandwaysoflife.

DecisionPoint:WhoMatters,AfteranOilSpill?

StudentsareaskedtothinkbacktotheDecisionPointinthefirstchapter,“EthicsAfteranOilSpill.”O(jiān)neofthekeychallengesEnbridgefacedinvolveddeterminingtheidentityofitskeystakeholders.Towhomdoesthecompanyoweobligationsinthewakeoftheoilspill?Butoncethecompanyhasidentifieditsstakeholders,thenwhat?

Challengestudentsconsidertherelativelyeasyexampleofagroupthatisdirectlyaffected:theresidentsofthetinytownofWrigley,andtodeterminewhatthecompanyowestothisgroup.ThefollowingquestionsareincludedinthisDecisionPointtofacilitatestudentreflectionordiscussionofEnbridge’sobligationstothisstakeholdergroup:

AretheresidentsofWrigleyowedaclean-upeffortthatrestorestheareatoitsstatepriortothespill,orshouldtheclean-upprocessonlygoasfarasthelawdemands?

ArethepeopleofWrigleyowedaspeedycleanup?Howspeedy--andatwhatcost?

Dotheyhavearighttoparticipateinthedecision-making,orjusttobekeptinformed?

DoesEnbridgehaveanobligationtogobeyondrepairingthedamagefromthespillandcontributetocommunitydevelopmentprojects,suchasa"swimmingpoolorahockeyarenaorsomethingforthekids,"assuggestedbyoneresident?

Amajorchallengetoethicaldecision-makingisthatdecisionsinvolvetheinterestsofmultiplestakeholdersandeachalternativewillimposecostsonsomestakeholdersandofferbenefitstoothers.

*Reference:“RealityCheck–RecognizingtheValueofStakeholderTrust”

Step4:ConsidertheAvailableAlternatives.

Creativityinidentifyingoptions–alsocalled“moralimagination”–isoneelementthatdistinguishesgoodpeoplewhomakeethicallyresponsibledecisionsfromgoodpeoplewhodonot.

Considerboththeobviousandsubtleoptionswithregardtoaparticulardilemma.

WhenreviewingtheEnbridgecircumstances,askyourselfhowEnbridgemightutilizemoralimaginationinitsresponsetovariousstakeholdersaffectedbytheoilspill,particularlythetownspeopleofWrigley.

Orconsiderthecaseofdisclosingconfidentialinformation.Canyouthinkofalternativeresolutionsthatneitherlienordiscloseinformation?

Moralimaginationmightbesomethingsimplelikeexplainingthatitisnotyourplacetoanswer,butprovidingcontactinformationforsomeonewhocould.

Step5:CompareandWeightheAlternatives.

Createamentalspreadsheetthatevaluatestheimpactofeachalternativeyouhavedevisedoneachstakeholderyoudefined.

Placeoneselfintheotherperson’sposition.Understandingasituationfromanother’spointofview,makinganeffortto“walkamileintheirshoes,”contributessignificantlytoresponsibleethicaldecisionmaking.

Predictthelikely,theforeseeable,andthepossibleconsequencestoalltherelevantstakeholders.

Considerwaystomitigate,minimize,orcompensateforanypossibleharmfulconsequencesortoincreaseandpromotebeneficialconsequences.

Considerhowthedecisionwillbeperceivedbyothers:

WouldyoufeelproudorashamedifTheWallStreetJournalprintedthisdecisionasafrontpagearticle?Couldyouexplainthedecisiontoaten-year-oldchildsothechildthinksitistherightdecision?Willthedecisionstandthetestoftime?

Wouldyourbehaviorchangeifotherpeopleknewaboutit?Typically,itistheirresponsibledecisionsthatwewishtokeephidden.

Somealternativesmightconcernmattersofprinciples,rights,ordutiesthatoverridealternatives.

*Reference:“RealityCheck–SeekingGuidance?”*

Oneadditionalfactorincomparingandweighingalternativesrequiresconsiderationoftheeffectsofadecisiononone’sownintegrity,virtue,andcharacter.

Understandingone’sowncharacterandvaluesshouldplayaroleindecision-making.

Aresponsiblepersonwillask:“Whattypeofpersonwouldmakethisdecision?”WhatkindofhabitswouldIbedevelopingbydecidinginonewayratherthananother?WhattypeofcorporatecultureamIcreatingandencouraging?HowwouldI,ormyfamily,describeapersonwhodecidesinthisway?IsthisadecisionthatIamwillingtodefendinpublic?”

AnhonestpersonmightnoteventhingaboutretainingtheiPod;keepingitforoneselfissimplynotanoptionforsuchaperson.

Step6:MakeaDecision.

Ourabilitytolearnfromourexperiencescreatesaresponsibilitytothen:

Evaluatetheimplicationsofourdecisions.

Monitorandlearnfromtheoutcomes.

Modifyouractionsaccordinglywhenfacedwithsimilarchallengesinthefuture.

Thevalueofthisapproach:Otherapproachestoethicallyresponsibledecision-makingarepossible,andthisapproachwillnotguaranteeonesingleabsoluteanswertoeverydecision.Butitisahelpfulbeginninginthedevelopmentofresponsibleandethicaldecision-making.

*Reference:“Figure2.2–AnEthicalDecision-MakingProcess”*

DecisionPoint

ApplyingtheDecision-MakingModel

Thisextendedcaseappliesthedecisionmakingmodeltoacasethatmoststudentswilleasilyunderstanding:thedecisiontopayahigherthatlegallyrequiredminimumwagetoworkersinthefastfoodindustry.

III. WhenEthicalDecision-MakingGoesWrong:WhyDo“Good”PeopleEngagein“Bad”Acts?

Individualsdonotalwaysmaketheresponsible,autonomousdecisionsofwhichtheyarecapable.

Therearemanywaysinwhichresponsibledecisionmakingcangowrongandmanywaysinwhichpeoplefailtoactinaccordancewiththeethicaljudgmentstheymake.

Sometimespeoplecansimplychoosetodosomethingunethical.Weshouldnotunderestimatetherealpossibilityofimmoralchoicesandunethicalbehavior.

Sometimeswell-intentionedpeoplefailtochooseethically.

Whydopeopleweconsidertobe“good”do“bad”things?Whatfactorsdeterminewhichcompaniesorindividualsengageinethicalbehaviorandwhichdonot?

*ChapterObjective3AddressedBelow*

StumblingBlocks:Therearemanystumblingblockstoresponsibledecisionmakingandbehavior,whichareeithercognitiveorintellectual.

Acertaintypeofignorancecanaccountforbadethicalchoices.Sometimesthatignorancecanbealmostwillfulandintentional.

Afteryoureadtheeemailfromthepersonfacingajobloss,youmightrationalizetoyourselfthatnoonewilleverknowifyoutell,thatnooneisreallygoingtobehurt.Or,youmightrationalizethatyoureallydon’tknowwhatwillhappeninthefuture,whodoesafterall?Therefore,youcantruthfullysaythatyoudonotknow.

Youmighttrytojustifythedecisionbytellingyourselfthatyouareonlydoingwhatanyoneelsewoulddointhiscircumstance.

Youmightevenchoosenottothinkaboutit,ignoretheemail,andtrytoputanyguiltyfeelingsoutofyourmind.

Sometimesweonlyconsiderlimitedalternatives.

Whenfacedwithasituationthatsuggeststwoclearalternativeresolutions,weoftenconsideronlythosetwoclearpaths,missingthefactthatotheralternativesmightbepossible.

Responsibledecisionmakingwouldrequirethatwedisciplineourselvestoexploreadditionalmethodsofresolution.

Havingasimpleruletofollowcanbereassuringandcomfortabletomanydecisionmakers.

Example:Assumeyouareabusinessmanagerwhoneedstoterminateaworkerinordertocutcosts.Ofcourse,yourfirstthoughtmaybetouncoveralternativemeansbywhichtocutcostsinsteadoffiringsomeone,butassumeforthemomentthatcuttingtheworkforceistheonlyviablepossibility.Itmaybeeasiestandmostcomfortabletoterminatethelastpersonyouhired,explaining,“Ican’thelpit;itmustbedone,lastin/firstout,Ihavenochoice...”

Usingasimpledecisionrulemightappeartorelieveusofaccountabilityforthedecision,evenifitmaynotbethebestpossibledecision.

i.e.Youdidnot“make”thedecision;therulerequiredthedecisiontobemade.

Wealsooftenselectthealternativethatsatisfiesminimumdecisioncriteria,otherwiseknownas“satisficing,”evenifitmightnotbethebest.

Otherstumblingblocksareaquestionofmotivationandwill-power.

AsauthorJohnGrishamexplainedinhisbook,Rainmaker,“Every(lawyer),atleastonceineverycase,feelshimselfcrossingalinehedoesn’treallymeantocross.Itjusthappens.”

Sometimesitissimplyeasiertodothewrongthing.

*Reference:“RealityCheck-TheEthicsofCheating”*

Unfortunately,wedonotalwaysdrawthelinesforappropriatebehaviorinadvance,andevenwhenwedo,theyarenotalwayscrystalclear.

AsGrishamsuggests,itisofteneasytodoalittlethingthatcrossestheline,andthenexttimeitiseasier,andthenexteasierstill.

Peoplealsosometimesmakedecisionstheylaterregretbecausetheylackthecouragetodootherwise.

Itisnotalwayseasytomaketherightdecision;youmightloseincome,yourjob,orothervaluablecomponentsofyourlife.

Courageisalsonecessarywhenrespondingtosignificantpeerpressure.

Wetendtogiveintopeerpressureinourprofessionalenvironments,bothbecausewewantto“fitin”andtoachievesuccessinourorganizations,andalsobecauseouractualthinkingisinfluencedbyourpeers.

WhyMakeUnethicalDecisions?

Environment:Sometimesthecorporateorsocialenvironmentisrifewithethicalchallengesandunethicaldecisions.

Example:Theenormousamountsofcorporateexecutivecompensation,lackofoversightofcorporateexecutivedecisions,significantdistancebetweendecision-makersandthosetheyimpact,financialchallenges,andasetofethicalvaluesthathasnotyetcaughtuptotechnologicaladvances.

Wecanbenefitfromunethicalacts,fromgainingsomethingassimpleasaniPod,tosomethingassignificantasasalarypackageof$180million.

DecisionPoint

EthicalOil:ChooseYourPoison

Inthefallof2011,aCanadianorganizationcalledEthicalOstartedapublic-relationscampaignaimedatcounteringcriticismofcommercialdevelopmentofCanada’soilsands.Extractingoilfromthesesandsdoesimmenseenvironmentaldamage.EthicalOseekstocountersuchcriticismbypointingoutthealternative:choosingnottobuyoilharvestedfromCanadaiseffectivelychoosingoilproducedbynon-democraticMiddle-Easterncountrieswithverybadrecordsofhumanrightsabuses.Thisdecisionpointasksstudentstodiscusstheethicaltrade-offsbetweendifferentchoices,neitherofwhichisperfect.Studentsaregiventhefollowingquestionstoaskthemselves:

Imagineyouhavethechoice,asaconsumer,betweenbuyinggasforyourcarthatcomesfromacountrywhereoilextractiondoesvastenvironmentaldamage,andbuyinggasfromacountrywheretheprofitsfromthatoilhelpsupportadictatorshipwithahistoryofhumanrightsabuses.Whichgaswillyoubuy?Why?Areyouwillingtopayabitextratogetoilthatismoreethical,whateverthatmeanstoyou?

Imaginethatyouareresponsibleforsecuringacontracttoprovidegasforyourcompany’sfleetofvehicles.Ifthechoiceisavailabletoyou,willyouchoosethemostenvironmentally-friendlygas?Orthegasleastassociatedwithhumanrightsabuses?Orwillyoujustgowiththecheapestgasavailable?Considerwhetherthechoicebetweenbuyinggasthatharmstheenvironmentandgasthatcontributestohumanrightsabusesexhauststhealternativesinthesescenarios.Arethereothercoursesofactionavailabletotheindividualcar-owningconsumer?Tothemanagerresponsibleforprocuringgasforthecompanyfleet?

Stresstheimportanceofconsideringtheanswerstothesequestionsbeforeyouareactuallyfacedwithadecision.

MakingEthicallyResponsibleDecisions:isaseriouschallengeweallfacethroughoutlife.

Theeasiestthingtodowouldbetoremainpassiveandsimplyconformtosocialandculturalexpectations,to“gowiththeflow.”

Toliveameaningfulhumanlife,wemuststepbackandreflectonourdecisions,assumingtheresponsibilityofautonomousbeings.

EthicalIndividuals:Someindividualsdonotsuccumbtotemptationsandmaynotevendeliberateinthefaceofanethicaldilemma.

Manypeoplehavedevelopedacertaintypeofcharacter,asetofethicalhabitsthatwillencouragethem,withoutdeliberation,toactethically.

Developingsuchhabits,inclinations,andcharacterisanimportantaspectoflivinganethicallife.

**TeachingNote:(SeeRealityCheckearlierinthechapter,“FoolingOurselves.”)

IV. EthicalDecision-makinginManagerialRoles

SocialContext:Decisionmakingcanbegreatlyinfluencedbythesocialcontextinwhichitoccurs.Socialcircumstancescanmakeiteasierormoredifficulttoactinaccordancewithone’sownjudgment.

Withinbusiness,anorganization’scontextsometimesmakeitdifficultforeventhebest-intentionedpersontoactethically,oritcanmakeitdifficultforadishonestpersontoactunethically.

Responsibilityforthecircumstancesthatcanencourageethicalbehaviorandcandiscourageunethicalbehaviorfallspredominantlytothebusinessmanagementandexecutiveteam.

Integrity’sRole:Thedecision-makingmodelintroducedinthischapterdevelopsfromthepointofviewofanindividualwhofindsherselfinaparticularsituation.Personalintegrityliesattheheartofsuchindividualdecision-making:WhatkindofpersonamI,ordoIaspiretobe?Whataremyvalues?WhatdoIstandfor?CompareAaronFeuersteinandoneoftheEnronexecutives:whattypeofpersonarethey?Whataretheirwants,interests,beliefs,values?

PersonalandProfessionalDecisionMaking:Theethicalimplicationsofbothmustbeconsideredwithinthebusinesssetting.

SocialRoles:Everyindividualfillsavarietyofsocialroles,andtheserolescarrywiththemarangeofexpectations,responsibilitiesandduties.

Socialrolesinclude:friend,sonordaughter,spouse,citizen,neighbor,andothers.

Institutionalrolesinclude:manager,teacher,studentbodypresident,andothers.

Decisionmakinginthesecontextsraisesbroaderquestionsofsocialresponsibilitiesandsocialjustice.

*ChapterObjective4AddressedBelow*

Consider:Howdifferentrolesmightimpactyourjudgmentaboutanethicaldilemma.

Yourjudgmentaboutthejoblossmightdiffergreatlyifyourclosefriendwasfacingtermination,orifyouwereamanager.

OrganizationalRoles:Inabusinesscontext,individualsfillrolessuchasaccounants,managers,executives,andboardmembers,whohavetheabilitytocreateandshapetheorganizationalcontextinwhichallemployeesmakedecisions.

Individuals,therefore,havearesponsibilitytopromoteorganizationalarrangementsthatencourageethicalbehavioranddiscourageunethicalbehavior.

Thefollowingthreechaptersdevelopthesetopics:

Chapter3willprovideanoverviewofhowsomemajorethicaltraditionsmightofferguidancebothtoindividualdecision-makersandtothosewhocreateandshapesocialorganizations.

Chapter4willexaminetopicsofcorporateculture,ethicalorganizations,andethicalleadership.

Chapter5examinescorporatesocialresponsibility,theendstowardswhichethicalorganizationsandethicalleadersshouldaim.

OpeningDecisionPointRevisited

WhatWouldYouDo?

Afterapplyinghedecisionmakingscenariotothissituation,onehelpfulwaytoreflectonthedecisionistoimaginerevisitingthecasesometimeafterthefact,whenthepressureofmakinganimmediatedecisionshaspassed.Lookingbackonthecase,whatpoliciesorpracticesmightbeadoptedgoingforwardthatmightavoidsuchsituations?Wouldyourpoliciesincludesanctionsforanyonewhoviolatedconfidencetoanswersuchaquestion.

Questions,Projects,andExercises

Consideryourownpersonalvaluesandexplainwheretheyoriginated.Canyoupinpointtheirderivation?Towhatdegreehaveyouchosenyourownvalues?Towhatdegreeareyourownvaluesproductsofyourfamily,yourreligiousorculturalbackground,oryourage?Doesitmatterwherevaluesoriginate?

TheLifeGoalsassignment(whichwaspasseddownfromothercolleaguestooneoftheauthors)workswellinplaceofthisparticularquestion.

ItisincludedattheendofthischapterinthisIMasAppendixA.

Studentsmightalsobeaskedtodistinguishfromamongtheirownvalues,thosethatareeasilychangedfromthosethatwouldbeunlikelyevertochange.Whilemuchofthisdiscussionmayinvolvetopicsinpsychology,itcaneasilybedirectedtoquestionsofmoralpsychology,learningtheory,andthroughthattothedevelopmentofmoralcharacterandvir