Extra Credit Chapter 10
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There are three types of questions: factual questions which have a correct answer, interpretive questions which can have multiple valid answers supported by evidence, and opinion questions where the answer cannot be proven right or wrong. For a question to be considered an issue relevant to the claim being discussed, it must be introduced by either side and both sides have a right to ask questions. There are four patterns of analysis that can help identify key arguments: cost/benefit analysis, priorities analysis, programs analysis, and continuities analysis. Potential issues are all possible questions, admitted issues are agreed upon, and ultimate issues alone determine the disposition of the claim.
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certain actions in response to the dilemma. As you go through the other steps in this model, be
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have (knowing the importance of what you don’t know can be key), (2) what can I do to develop
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Going through this factual development process (as well as the other steps in this model)
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also cause you to decide rationally to delay action until more facts are presented (assuming a delay
is not prejudicial to important stakeholders).
2. Identify & Define the Ethical Issues
This step could easily be the first, although sometimes the ethical dilemma does not fully
present itself until you have all the facts (chicken or the egg?). A sensitivity to ethical issues (which
can be learned) is a must. Many people fail to act ethically (even by their own standards) because
they fail to see an ethical issue when it is presented (e.g., because of schema or “scripts” we all use
everyday).
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personally or within my family, circle of friends, organization or society generally? Could the
conflict, the situation, or the decision be damaging to people or to the community? Does the issue
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- 2 -
and hopes for a better life together? What is your gut telling you about this situation? Listen to
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...
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list and describe every relevant issue you can think of. This is probably the most difficult and
important question to get right, because Question 5 can only include the ethical that you have raised
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1. The claim, which is the central proposition or thesis being argued. There are three main types: claims of fact, value, and policy.
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Your final paper is 15 pages double-spaced (excluding the executive summary, footnotes, and references) with a 10 or 12 point font. Tables, graphics, and diagrams must be placed in the paper as attachments. They do not count in the page length. This is a guide to help you organize your content and what is expected in each section. The page counts are suggested, however, where they have a limit, that must be adhered to.
·
Cover Page:
APA Style (1 Page, not included in page count)
·
Table of Contents:
(not included in page count)
·
Executive Summary:
Bottom line up front (1 page, no more)
·
Introduction
: (1/2 to 1 page)
·
Background
: Information on the topic that provides context so readers can understand the background leading into your statement and analysis of the issue (up to 2 pages, no more)
·
Analysis of the issue
: This is the problem you see with the current state of your topic supported by evidence and literature that brings validity to the issue or problem you are stating exists. Then describe the factors contributing to the issue /problem broken down by (2-3 pages)
People
Processes
Technology
·
Position
: Now that the reader understands the problem broken down by people, process, and technology, provide a clear statement of what your position is on the issue and why. (1/2 to 1 page)
·
Rationale
: Now that the reader clearly understands your position and why you will detail your position with supporting evidence and literature to persuade the reader your position is the most valid. You should address opposing views with counter arguments here also. Your position should have evidence directly addressing the issues you stated above broken down by the same (3-4 pages)
People
Process
Technology
·
Recommendation
: Now that you have convinced the reader on your position being the best way forward, you need to provide 3-5 discrete recommen.
- 1 - Modified Trevino & Nelson Model for Ethical Deci.docx
- 1 -
Modified Trevino & Nelson
Model for Ethical Decision Making
This is the ethical decision–making model from your main text, LINDA K. TREVINO &
KATHERINE A. NELSON, MANAGING BUSINESS ETHICS (2014) [TREVINO & NELSON], modified
slightly by your instructor.
1. Get the Facts
This is certainly one of the most important steps in any kind of decision making. The worst
thing you can do is jump to conclusions without having all pertinent facts. Without the pertinent
facts, you run the risk of overreacting or being ethically overzealous, which can be very off-putting
to your friends and colleagues (nobody likes a “Goody Two Shoes”), indicate overall poor
judgment and cause you to use up your “political” capital within your organization or group.
Be aware of emotion or other types of personal bias (we all have some) in gathering and
analyzing the facts. Try to be as neutral and objective as you can be before you make too many
judgments about what happened to present the ethical dilemma or is likely to happen if you take
certain actions in response to the dilemma. As you go through the other steps in this model, be
alert to facts you may have misinterpreted or to missing facts. In other words, do not be reluctant
to revise and update both the material facts and any inferences you have drawn from them (a
grounding in basic logic comes in handy here). Ask yourself (1) what important facts do I not
have (knowing the importance of what you don’t know can be key), (2) what can I do to develop
the facts; and (3) do I know enough to act?
Going through this factual development process (as well as the other steps in this model)
can sometimes lead you to a creative response you would not otherwise have discovered. It may
also cause you to decide rationally to delay action until more facts are presented (assuming a delay
is not prejudicial to important stakeholders).
2. Identify & Define the Ethical Issues
This step could easily be the first, although sometimes the ethical dilemma does not fully
present itself until you have all the facts (chicken or the egg?). A sensitivity to ethical issues (which
can be learned) is a must. Many people fail to act ethically (even by their own standards) because
they fail to see an ethical issue when it is presented (e.g., because of schema or “scripts” we all use
everyday).
Answer this question: Why I am I so conflicted in this situation? Is there something wrong
personally or within my family, circle of friends, organization or society generally? Could the
conflict, the situation, or the decision be damaging to people or to the community? Does the issue
go beyond legal or institutional concerns? What does it do to people, who have dignity, rights,
- 2 -
and hopes for a better life together? What is your gut telling you about this situation? Listen to
your intuition and feelings; these are important data. Are “right” and “wrong” in play? If so, your
...
READING & WRITING 11 module 3.pptx
This document discusses defining claims and critical reading. It defines a claim as the central argument or thesis of a text that a writer is trying to persuade the reader of. There are three main types of claims: claims of fact which are verifiable statements, claims of value which make judgments about what is good/bad, and claims of policy which suggest actions to solve problems. Critical reading involves engaging with what an author is trying to say by asking questions about the main argument and thinking within and beyond the text. Effective readers form evaluative statements by making assertions about a text's content/properties and counterclaims that respond to the author's claims.
An explanation of the Doing Ethics Technique Graham R Seach .docx
An explanation of the Doing Ethics Technique
Graham R Seach
Simpson, C. R., Nevile, L., & Burmeister, O. K. (2003). Doing ethics: A universal technique in an
accessibility context. Australian Journal of Information Systems, 10(2), 127-133.
The 'Doing Ethics' technique (DET) is a process for analysing ethical issues in any scenario. It doesn't
guarantee that what you come up with will be the best solution, but it does help you to think
ethically. That said, I understand that the technique may seem a little vague and perhaps lacking
guidance. To that end, the following might help you to understand how to apply the technique in
order to better understand ethical analysis.
To gain the most from the technique, you must explore and answer all eight questions in the order
in which they are posed. Each question stands alone and you cannot take the view that because you
have given information in response to one question that you can omit the same information from
subsequent questions.
Q1. What's going on?
This is a synopsis of what the case is all about. It is written in your own words, and can be taken from
a variety of perspectives, for example, from the perspective of a person raising a complaint, in which
case, it is a synopsis of the complaint. It can be taken from the perspective of an uninvolved
observer, in which case, it is an outline of what was observed, without going into too much detail.
Where you see multiple perspectives, you should describe them here. This question should target a
reader who has no knowledge of the case at hand, and is a brief outline of the case.
Q2. What are the facts?
This is a descriptive list of all the facts of the case. It doesn't just describe the case, but lists all the
facts as they are known (from all sources and perspectives), and also what one might reasonably
consider to be possibilities. For example, if a person was raising a complaint, Question 1 would
outline their complaint, and Question 2 would provide the detailed facts and the evidence to both
support and refute the claims (facts). All facts listed here must be supported by credible evidence, of
which the case itself is one source. If you choose, you may optionally assign a credibility weighting to
each fact, to help with later analysis.
Q3. What are the ethical and non-ethical issues?
This is a list of ALL the issues that are involved in the case, whether they be ethical, legal, social or
otherwise. In Question 5 we extract only the ethical issues for further analysis, but for now, simply
list and describe every relevant issue you can think of. This is probably the most difficult and
important question to get right, because Question 5 can only include the ethical that you have raised
here in Question 3. Therefore, this question must be a complete and comprehensive list of ALL the
issues.
Q4. Who is affected?
This is a list of all the stakeholders (people and entities) invo.
Advocacy Through Legislation New York.docx
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Manhattan Elite Prep Notice Negotiation Decision Chapter 9 11 end
Manhattan Elite Prep Notice Negotiation Decision Chapter 9 11 endManhattan Elite Prep: GMAT GRE TOEFL SAT LSAT & Admissions Consulting
This document provides guidance on decision making. It discusses collecting key information by asking questions to identify information gaps, timing of inquiries, and methods of asking questions. It also recommends meeting with others to brainstorm options, being creative in evaluating multiple options, not procrastinating, and avoiding self-doubt. Monitoring outcomes and learning from decisions is also advised. Leadership methods like autocratic, collective, democratic, and consensus-based approaches are outlined. Steps for making ethical decisions and being culturally sensitive are presented.Guidelines in writing items for noncognitive measures
This document provides guidelines for writing noncognitive measurement items. It discusses the importance of having a strong conceptual framework to define the construct being measured. Good frameworks are presented in scholarly journals and provide clear descriptions and factors of the variable. The document also discusses characteristics of good items such as being consistently understood by respondents. Response formats that can be used are also presented such as Likert scales, checklists, and ranking scales. Presurvey evaluation through focus groups and testing is recommended to ensure respondents understand the questions.
Targeting Speech
This document provides guidance on how to effectively target an audience when conveying a message. It discusses understanding the audience's needs based on Maslow's hierarchy of needs. Key aspects include learning about the audience's attitudes, motivations, and biases. The goals should guide the message and language used. Different organizational structures for persuasive arguments are outlined such as identifying a problem and solution or highlighting advantages over the status quo. Tailoring the message and arguments to the specific audience is emphasized to help ensure the message is received and persuasive goals are achieved.
Questionnaires
Thank you for participating in our survey. We are conducting research on movie theaters to better understand customers' preferences. There are no right or wrong answers - we are just interested in your honest opinions. The survey should take about 10 minutes to complete.
The-7-Step-Moral-Reasoning-Model.ppt
1. The document outlines a 7-step model for moral reasoning: gather facts, determine ethical issues, choose relevant principles, list alternatives, compare alternatives to principles, assess consequences, and make a decision.
2. Key aspects of the process include identifying stakeholders, considering utilitarian and deontological perspectives, ensuring arguments are consistent and valid/sound, double checking consequences and ability to defend the decision.
3. Making the final decision is described as the most difficult part, requiring courage to choose what reason suggests over feelings.
Seven Steps to Ethical Decision Making– Step 1 Define the p.docx
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
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11/10/19, 10:28 PM
Page 1 of 9
what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
11/10/19, 10:28 PM
Page 2 of 9
Email
First Name
Last Name
SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
11/10/19, 10:28 PM
Page 3 of 9
Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Public & patient engagement session 2
This document provides an overview of a public and patient engagement training session focused on engagement planning. It introduces the trainers and organizations involved. It reviews engagement concepts like levels of involvement and unexpected responses. Exercises guide participants to plan engagement for case studies, including identifying target audiences, appropriate methods, questions, consent processes, and impact evaluation. The training emphasizes structured planning, understanding audiences, managing expectations, and providing feedback.
13404455.pptx
This document provides guidance on how to adjudicate a debate and determine a winner. The judge should ask which team most persuaded them that their side or position was correct based on style, strategy, and content. When deciding a winner, the judge should look at the "areas of clash" or main issues that emerged. These areas of clash depend on the material from both teams. The judge should decide which team won each area of clash by evaluating how well each side substantiated their points, engaged with the other's arguments, and prioritized the issues. The winner is determined by weighing which areas each team won and the overall significance of the issues in the debate.
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