Ethics

Doing Right Things: Ethics and Decision Making in Human Organizations SHILPI PRIYA P.G.D.M(HR)

For generations, managers and leaders have wondered not only about what they might do when confronted by particularly troublesome dilemmas in their organizations. Sensing their responsibility to make things better, these women and men have also struggled to do what they believe and hope is the right thing to do. THE CHALLENGE OF ETHICS

[object Object],… assumes that there exist norms principles values ...that have, are, and always will provide the foundation for a good life

[object Object],… but are the product of rational reflection upon human existence … and exist independent of any religious, moral, political, or social system (i.e., are universally true)

[object Object],… while they do not specify what the decision should be … they do provide a principled framework to engage in making good decisions … for which managers and leaders bear responsibility

Some basic ethical principles... ,[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],Are all parties operating under the same understanding of the rules of engagement?

[object Object],Does a specific action follow a principle of conduct that is applicable to all comparable situations?

[object Object],Does this action evidence authentic concern for the legitimate interests of others?

[object Object],Does this action demonstrate due consideration for the dignity and rights of others?

[object Object],Is this decision and the process leading to it straight-forward and forthright?

[object Object],… these principles do not provide a comprehensive ethical framework... … for use when managers and leaders engage in the decision-making process.

An executive ethical decision-making process (Barnard, 1968)... ,[object Object],2. Direct efforts to induce cooperation towards a common effort. 3. Uphold the organizational purpose. 4. Design impersonal goals that translate the organization’s purpose into meaningful projects.

Questions for ethical decision making (Lax & Sebenius, 1986)... ,[object Object],… in poker, for example, bluffing is a defined part of the game

[object Object],… it is highly probable that an important decision will be “spun” in ways that distort what managers and leaders intend

[object Object],… if it impacted you? … if it impacted members of your family?

[object Object],… should children be trained to act this way? … should society be organized this way? … should people in organizations behave this way?

[object Object],… what are the pro’s and con’s associated with each alternative? … can differences be negotiated so that the decision rests on a firmer ethical ground?

Ethics is “inquiry into the right thing” and acting conversant with it... ,[object Object],…“ we are inquiring not in order to know what virtue is but in order to become good” … neither “to fall under any art or precept… but to consider what is appropriate to the occasion” (Aristotle, Ethics II.2, p. 183)

A paradigm for ethical decision making (Aristotle, Ethics III.2-5)... ,[object Object],knowledge of the good ,[object Object],For managers and leaders, the primary sources of knowledge are research and experience.

[object Object],techniques that foster the good ,[object Object],For managers and leaders, techniques are learned in formal and informal apprenticeships where reflection on practice facilitates the development of expertise.

In light of what the good requires : practice ,[object Object],[object Object]

Aristotle’s ethical decision-making paradigm... ideas concerning what is good, proper, and just techniques discrete skills to achieve what is good, proper, and just practice a practical judgment about what must be done in this situation, given what theory and best practice suggest knowledge

For Aristotle, ethical practice is not ... ,[object Object],[object Object]

For Aristotle, ethical practice is... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

[object Object],[object Object],[object Object],[object Object]

[object Object],...what is crucial is why managers or leaders do what they do ...and the quality of character revealed in very practical decisions.

“… that is not for everyone, nor is it easy; wherefore goodness is both rare and laudable and noble.” Aristotle, Ethics , II.9

Seven ethical virtues... ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

COURAGE … the quality of being fearless or brave when facing and dealing with anything recognized as dangerous, difficult, or painful

LIBERALITY … the noble quality whereby one is generous in thought and evidences the absence of prejudice and partiality when considering substantive matters

MAGNIFICENCE … the condition or quality of grandeur, splendor, and glory uplifting the human spirit

PRIDE … the quality, state, and behavior evidencing an accurate perception of one’s dignity and worth

ANGER … the feeling engendered by a real or supposed injury for which one seeks satisfaction

TRUTH … the quality or state of sincerity, genuineness, honesty, trustworthiness, and loyalty emerging when one acts in accord with verified experience, facts, or reality

INDIGNATION … the contempt, disgust, and abhorrence caused by the disapproval of something mean, disgraceful, or unjust

Aristotle’s theory of the “Golden Mean”... … found somewhere between an excess (a positive vice) … and a deficiency (a negative vice) … which reflects the true character of the person making the decision ,[object Object]

COURAGE confidence fear Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

LIBERALITY prodigality meanness Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

MAGNIFICENCE vulgarity niggardliness Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

PRIDE vanity humility Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

ANGER irascibility equanimity Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

TRUTH boasting modesty Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

INDIGNATION envy spite Manager/Leader Virtue: as a vice: an excess as a vice: a defect as a virtue: a “golden mean”

A virtue-based process of ethical decision making... ,[object Object],...to stand for something when people prefer that managers and leaders stand for everything ...to do right things when people prefer that managers and leaders do things right

Integrating reflective practice and ethical decision making... ,[object Object],... ethical decision making endeavors to promote the good amidst conflicting and contradictory choices … reflective practice focuses upon practice episodes to ascertain how one’s beliefs and assumptions as well as one’s background and experiences impact organizational functioning

The concept... ,[object Object],Reflective practice inculcates the intellectual discipline needed to discern “what is” in practice episodes as well as to engage in the self-growth necessary if one is to manage and lead others. … the intellectual exercise through which managers and leaders focus upon events in order to ascertain how one’s beliefs and assumptions as well as one’s background and experiences impact organizational functioning

Reflective practice... ,[object Object],Reflective practice requires managers and leaders to confront ill-defined, unique, and changing problems as managers and leaders decide on courses of action. ,[object Object]

The reflective practice model... antecedents theories of practice practice episodes cultural milieu theoretical knowledge craft knowledge self knowledge critical knowledge mindscapes action platforms intentions actions realities

[object Object],Ethical decision making inculcates the virtues needed for managers and leaders to engage others in a collaborative toward attaining what ought to be the case. … the intellectual exercise through which managers and leaders render practical judgments of the intellect about what ought to be the case, given what is, so as to promote the good

Reframing ethical decision making... ,[object Object],[object Object],[object Object]

Reframing ethical decision making from a structural point of view...

Reframing ethical decision making from a human resources point of view...

Reframing ethical decision making from a political point of view...

Reframing ethical decision making from a symbolic/cultural point of view...

Using ethical decision making... effective managers and leaders are … virtuous whose primary concerns are …“ what ought to be” given “what is” … balancing the common and collective good … wise … decisive … reflective … doing right things

Abusing ethical decision making... ineffective managers and leaders … implement ideas mindlessly whose primary concerns are … doing things right … self-protection … deny responsibility … point the finger of blame at others … one’s desires and wishes

Ethical decision making... … is not a learned behavior or lifestyle worn like a set of clothes, but...  a matter of focus : seeking constantly to do what is right and necessary in the system  a matter of time : devoting inordinate amounts of time to doing right things  a matter of feeling : putting one’s whole psyche, energy, and conviction into it

This module has focused on... ethical decision making and how managers and leaders can utilize it in practice episodes...

“ By acting virtuously in our transactions with other human beings we become virtuous or unvirtuous. The states of character arise out of activity. It makes no small difference, then, whether we form habits of one kind or another from our very youth; it makes a great difference, or rather, all the difference .” Aristotle, Ethics , II.1, p. 183 ETHICAL DECISION MAKING

[object Object],… managers and leaders, however, can and should make their purpose clear, hold subordinates accountable, and engage them in dialogue about the ethical choices that arise in practice.

[object Object],Work, then, is not simply “a job” but an opportunity to learn about and engage in living a truly good life. ...who respect and recognize in one another the virtues that make being human and contributing to a cooperative endeavor meaningful.

Ethics

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