The document describes an "ethics game" to reveal a person's values and predict their decisions through scenarios. It involves weighing what they stand to gain or lose from different choices. Players are put in a sales director role where their region competes for bonuses. Early decisions involve responding to fraudulent applications or relaxing loan approval rules. Scoring tracks what went well and less well to show how the person did without judgment. The game aims to provide insight into what types of decisions someone is likely to make.

1. The Ethics Game
CLIVE SHEPHERD, NOVEMBER 2008

2. What I stand to gain What I stand to lose
Some material benefit Some material sacrifice
An enhanced personal
reputation
Damage to my personal
reputation
The pleasure of seeing
others benefit from my
actions
A feeling of guilt if others
suffer so I can benefit
Sleeping well at night
knowing I’ve done the
‘right’ thing
The risk that any unethical
actions I take will be
exposed
Let’s assume that, before a person makes a difficult decision, they
first weigh up what they personally stand to gain or to lose …
CLIVE SHEPHERD, NOVEMBER 2008

3. What I stand to gain What I stand to lose
Some material
benefit
4 Some material
sacrifice
3
An enhanced
personal reputation
2 Damage to my
personal reputation
2
The pleasure of
seeing others benefit
from my actions
3 A feeling of guilt if
others suffer so I can
benefit
1
Sleeping well at night
knowing I’ve done
the ‘right’ thing
1 The risk that any
unethical actions I
take will be exposed
4
Let’s also assume that people differ in the values they place on
particular benefits and drawbacks …
CLIVE SHEPHERD, NOVEMBER 2008

4. So, how do we reveal an individual’s values and, as a result, gain
an insight into the sorts of decisions they are likely to take?
?
CLIVE SHEPHERD, NOVEMBER 2008

5. First we place them in a credible situation …
You are the sales director for the
north west region of a company
that provides high-interest loans
to those with poor credit status.
CLIVE SHEPHERD, NOVEMBER 2008

6. We up the stakes by introducing an element of competition …
The region that achieves
the highest sales growth
for the quarter will
achieve a substantial
bonus, split among the
whole sales team.
Your own promotion
prospects would also
benefit greatly.
CLIVE SHEPHERD, NOVEMBER 2008

7. We start the ball rolling with some decisions that are not too hard
to make …
You hear a rumour that the south east
region may be falsifying the details of
some applicants to ensure they meet
approval criteria.
What should you do?
 Nothing
 Inform the press
 Inform your own manager
 Take similar action in your own region
CLIVE SHEPHERD, NOVEMBER 2008

8. The choices can then be made increasingly difficult, drawing out
the individual’s values
The national sales manager suggests
you relax the credit scoring rules so a
higher percentage of applications will
be successful. Some members of your
sales force have already expressed
anxiety about the eligibility criteria.
What do you do?
 Take up the suggestion
 Express your concerns but still do as
suggested
 Quietly ignore the suggestion
 Resign your position
CLIVE SHEPHERD, NOVEMBER 2008

9. What went well What went less well
You stuck to company
policy
Another region achieved
higher quarterly growth
You reduced the risk of
the company incurring
bad debts in the future
You missed out on your
bonus
You minimised the
number of customers who
could have been tempted
to take out loans they
couldn’t afford
Your staff also missed out
on the chance of a bonus
You finish by presenting the individual with their scorecard,
without passing judgement …
So how well do you think you did in the circumstances?
CLIVE SHEPHERD, NOVEMBER 2008