2009 Plant Ferti Grow Fresnochilddev Pres

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Overview of Ethics Presentation

Overview of Ethics Presentation

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  • 1. PLANT, FERTILIZE,GROW Managing Ethics During Troubled Times Ida M. Jones, J.D. Professor of Business Law Craig School of Business [email_address] (559) 278-2151
  • 2. Objectives
    • Plant:
      • Individual reflection and group discussion on ethics and behavior
      • Watch a video explanation of cheating
    • Fertilize:
      • Examine definitions of ethics and morals
      • Distinguish ethics from law and discuss the intersection of law and ethics
    • Grow:
      • Evaluate scenarios and their ethical implications
      • Develop strategies to apply ethics in the workplace
  • 3. PLANT
  • 4. Individual reflection on ethics and behavior
    • Ethical Orientation Questionnaire [1]
    • Place a checkmark next to the answer that best represents your response. Please note there are no “right” answers, just different perspectives.
    • [1] For more, go to: http:// www.ethicsandbusiness.org/stylequiz.htm
  • 5. Scoring
    • What’s your score? C =caring; J = justice perspective
    • Do you agree or disagree with the score?
    • Take 5 minutes to write an explanation, using an example
    • Take 10 minutes to discuss with your table mates
  • 6. A Nation of Cheaters
    • Vote: There is more cheating during financial hard times.
    • True or False
  • 7. Nation of Cheaters By Kirk O. Hanson [1]
    • Do you believe that we have become and will become a nation of even more cheaters? Why? What examples would you give to support your position?
    • Let’s read this excerpt of an article by a philosopher-written in response to financial scandals
    • [1] http://www.scu.edu/ethics/publications/ethicalperspectives/cheating.html
  • 8. A Nation of Cheaters
    • Is cheating part of the American culture?
    • Why do people cheat?
      • Get ahead
      • Laziness
      • Feel rushed
      • Don’t want to fail
      • Everyone else does it
      • System is unfair anyway
  • 9.
    • Dan Ariely: Why we think it's OK to cheat and steal (sometimes) [1]
    • [1] http://www.youtube.com/watch?v=nUdsTizSxSI (approximately 16 minutes)
  • 10. Break-15 minutes
  • 11.  
  • 12. FERTILIZE
  • 13. What are ethics/morals/values?
    • Set of moral principles or values
      • Distinguish right from wrong behavior and actions
      • Explain what you “should” or “ought to do”
      • Character plays a role in determining which set of values an individual adopts
    • Based on core beliefs as a human being interacting with other people
      • More than “manners” although manners can reflect one’s ethical perspective
      • Define the ideal standard for acceptable behavior in a society
  • 14. Where do ethics come from?
    • Religion
      • Basic principles have some similarity, e.g. loving one’s neighbor as oneself or treating others with respect
      • Significant differences in ceremonies, application
    • Culture
    • Professional or other organization
    • Philosophical Study
      • Consequences to self and/or others
      • Do what’s fair/just
      • Do one’s duty
      • Act in accordance with character trait, e.g. an honest person
  • 15.
    • Created by governmental entity
    • Sanctions for law violations
    • Formal process for making changes; change may occur slowly
    • Sets minimum standards for acceptable conduct
    • Created by society; no formal process
    • No formal sanctions for violations
    • No formal process for change; change may occur slowly
    • Sets ideal standards for acceptable behavior
    Relationship of Law and Ethics Laws with ethical content; ethical rules codified into law Law Ethics
  • 16. How can an organization have ethics or be ethical?
    • It starts at the top with managers answering:
      • What do we stand for?
      • What is our purpose?
      • What values do we have?
      • Obey the law and the spirit of the law
    • Incorporate individual ethics and accountability into organization’s strategy
      • Include employee development and ethics training
      • Incorporate ethical behavior reward into the reward system
      • Develop and implement a process for resolving ethical issues
    • Ask the tough questions that do not have easy answers; make choices that reflect consideration of ethical considerations
  • 17. Additional Areas Where Ethical Issues May Arise
    • Client rights
    • Confidentiality & Privacy
    • Informed consent
    • Service delivery
    • Boundary issues & Conflicts of interest
    • Documentation
    • Defamation of character
    • Client records
    • Supervision
    • Staff development & training
    • Consultation
    • Client referral
    • Fraud
    • Termination of services & Client abandonment
    • Practitioner impairment
    • Evaluation & Research
    From: http://www.familiesinsociety.org/new/Teleconf/061101Reamer/Reamer_Nov06.ppt
  • 18. GROW
  • 19. Evaluate Scenarios and Their Ethical Implications
    • In your group, answer the questions associated with two of the following cases. Take 20 minutes to do so.
    • Use the large paper to write down the case name and your group’s answers. When you have finished your responses post them for others to read.
    • When you have answered the questions for your group’s assigned cases
      • Read the other cases
      • Quickly decide how you would answer those cases
      • Walk around and look at the answers posted by the other groups
  • 20. Resolving Ethical Dilemmas
    • Identify whether it is an ethical issue:
      • Something wrong personally, with relationships with others, or socially? Could it damage people or the community (justice)
      • Does it go beyond obeying the law? Does it relate to people, their dignity, rights and hopes for a better life? (caring)
  • 21. Resolving ethical issues
    • Get the facts; investigate
    • Brainstorm about possible solutions
    • Find out what the law and organizational policy require
    • Consider consequences to key stakeholders
      • Identify costs and harms of decisions; Does it benefit most? If not, why?
      • Identify rights and dignity issues for those affected
      • Is the decision just or fair?
      • Does it fit with the role of most human habits, values? If not, why?
  • 22. Resolving ethical issues
    • Make a decision
    • As appropriate, review the decision
      • Did it accomplish its purposes with the least possible negative consequences?
      • Should the decision be changed and how?
      • Should policy be changed to address the issue?
    • For more, see: A Framework for Thinking Ethically, http://www.scu.edu/ethics/practicing/decision/framework.html
  • 23. How can I tell if I’m making an ethical decision?
    • Use the “gut” test
      • Stand up for fair play
      • Encourage sanctions for those who don’t follow the rules/rewards for those who do or go beyond
      • Change/reduce pressures that may cause someone to act dishonestly or unethically
    • Use the “newspaper” test
    • Do nothing, I’m doing fine right now
  • 24. Manage the Little Things by Examining
    • "Little white lies" you don't (or do) tell;
    • Jokes you share with others;
    • Way you treat and talk about co-workers;
    • Things you say to make a sale;
    • E-mails you write and forward to others;
    • Way you handle customer complaints (including the number of people they get passed to);
    • What you put on your billing sheets, time sheets, and expense reports;
    • Office supplies you don't (or do) take home;
    • Commitments you make and keep (or don't keep);
    • Personal business you don't (or do) conduct at work;
    • "Unimportant" work rules you follow (or break);
    • Things you reproduce on the copy machine;
    • Standards you set for yourself;
    • Level of quality you put into whatever you do;
    • Credit you appropriately share (or don't share) with others.