Ethical decisions


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ethical decisions

  1. 1. 1Ethical Decisions July8, 2012
  2. 2. ETHICS 2 Ethical Decisions Every individual is faces with ethical decisions every day in both their personal andprofessional lives. To avoid making unethical decisions, one must know what leads to poordecision making. Once a person knows what leads to the poor decision, they must find ways toresist making an unethical act. A person cannot make the right choice if they do not know howto avoid it. A leader must also know how to inspire ethical decisions within their staff. Thispaper covers ways to avoid making poor decisions and ways to making ethical ones.Poor Decision Characteristics While there are many ways one can be ethical, Mallor, Barnes, Bowers, & Langvardtsuggest there are three essential traits one makes when a poor decision is made (1966/2010, p.115). The fist common mistake of poor decision-makingis when one forgets the goal that wasprevious set by him or herself or the organization. A person or the organization must keep all oftheir goals in mind when making decision, and many times individuals forget these goals. Overconfidence is another trait of poor decision-making. One aspect of overconfidencebeing that nobody will notice a little mistake made for correction later. For example, a managermay take a few dollars from the business expecting to put it back later and then a few more andlater still more. However tomorrow never comes and before long, that first few dollars turns intohundreds or thousands. In the organization of my employment a small loan company as well asthe owners stock car team on the side exists. The loan company sponsors the racing, and a yearago, the organization moved from the Midwest to the heart of NASCAR country. Once theowner arrived, he decided to buy the best equipment for the race team using funds from the loancompany. While the spending spree may have been ok in the past, the owner did not take intoaccount that need of hiring and training of new employees. When the new employees made poor
  3. 3. ETHICS 3lending decisions, combined with his spending, the organization almost went bankrupt. Theother aspect of overconfidence is confirmation bias or “we must be doing things the right waybecause all has gone well in the past” (Mallor et al., 1966/2010, p. 116). The overconfidenceshows in the example of the overspending by the owner of the organizations statement: “Oh, itwill all work out, because it always has”. The last trait of poor decision-making occurs when the issues are too complex and notrealized for their complexity. Individuals may not realize the complexity of the issue andunderestimate the issue. In the lending business,should we as an organization not know the lawsof each state when it comes to lending, we can face serious legal issues should we make a loan toa resident of a state in which short term lending, such as we do, is illegal.Resisting Unethical Acts Resisting unethical acts, many times, is easier said than done. In order to do so, a personmust first recognize that what they are about to do is unethical (Mallor et al., 1966/2010, p. 116).The first way to avoid making an unethical decision is to buy some time before acting. Anindividual must take some time, analyze the situation, and if need be, find other ways toaccomplish the task at hand without being unethical. The next tactic is to seek out help from a mentor or support group. While an individualmay not have the ethical solution to a problem at hand, many times others will. There have beenmany times when I have sought the advice of others prior to making a decision, which I thinkmay be unethical. Using the previous example of making a loan to someone in a state in which itis illegal, I may ask the advice of a co-worker before I make the loan. The last way to resist making an unethical act is to find a better solution in whicheveryone wins. This goes hand in hand with one buying some time before acting upon an
  4. 4. ETHICS 4unethical act. Analyzing the situation, and getting all the facts may lead to a decision in whichone makes an ethical decision while meeting the requirements of the direction one has beengiven.Leading Ethically When leading other individuals, it is imperative that one be ethical themselves, in order tolead ethically. A person, who is unethical, is going to inspire unethical behaviors in others.When members of an organization see that nothing happens to their leaders, others will fall intothe same unethical behavior and rationalize that what they are doing is ok as well (Mallor et al.,1966/2010, p. 119). Leaders must set the example of ethical behavior for others. Leaders must also communicate ethical values of the organization to the staff. How canan individual know what they are doing is unethical in the eyes of the organization, if they do notknow what is expected of them? The leader must continually communicate to the staff andremind them of what is ethical behavior. Another way to lead other ethically is to reinforceethical behavior in the staff. When a leader sees an ethical decision made by a staff member,recognize their action. This will help that employee continue to make the right decision, andshow others what is ethical behavior. Conclusion In order to be ethical, one must know what makes ethical and unethical decisions in theirlives. Recognizing what makes an unethical decision, and ways to avoid making them, will helpone to makes the right choice. Analyzing the situation, weighing other options and alternativeswill help one to make an ethical decision. For a leader, these tools will also help their staff makeethical decisions as well.
  5. 5. ETHICS 5 ReferencesMallor, J., Barnes, A. J., Bowers, T., & Langvardt, A. W. (2010). Business law; The ethical, global, and e-commerce environment (14th ed.). New York: McGraw-Hill Irwin. (Original work published 1966)