Giving Voice to Values

1. Ah…so many reasons &
rationalizations
Anticipate the typical rationalizations
given for ethically questionable
behavior and identify
counterarguments. These
rationalizations are predictable and
vulnerable to reasoned response.

2. A reminder: in preparing to voice your
values, some questions to ask:
--What is the action/ decision we are promoting?
--What’s at stake for the key parties? For us?
--What are the main arguments against this course of
action? What are the reasons & rationalizations we will
need to address?
--What are our most powerful & persuasive responses
to these reasons/ rationalizations? To whom should the
argument be made? When? In what context?

3. The Most Common Arguments
• Expected or Standard Practice: “Everyone
does this, so it’s really standard practice. It’s even
expected.”
• Materiality: “The impact of this action is not
material. It doesn’t really hurt anyone.”
• Locus of Responsibility: “This is not my
responsibility; I’m just following orders here.”
• Locus of Loyalty: “I know this isn’t quite fair to the
customer but I don’t want to hurt my reports/ team/
boss/ company.”

4. False Dichotomies
• Truth versus Loyalty
• Individual versus Community
• Short term versus Long term
• Justice versus Mercy
Source: Rushworth Kidder, Moral Courage. New York: William
Morrow, 2005, p89.

5. Levers for response
• Recognize false dichotomies
• Think long run + short run
• Consider the group and firm’s wider purpose
• Question assumed definition of “competitive advantage”
• Be agents of “continuous improvement” & alternatives vs.
sources of complaints or “thou shalt not’s”
• Watch out for addictive cycles
• Know limitations of the game metaphor in business
• Identify costs to each affected party & how to mitigate/ reduce
• Target audience = pragmatists. Help them do the right thing.
• Be able to counter commonly held assumptions of unethical
behavior

6. Examples of Approaches
• A Learning Stance: “Help me to understand how you thinking about this…”
• Dialogue: “Can we keep this decision open for a while longer, so that we can
consider other perspectives?”
• Persuasion: “I have done a lot of thinking about this situation and I have
concluded… I would really appreciate the opportunity to share my
perspective with you”
• Adversarial: “I have done a lot of thinking about this situation and I have
concluded…I am sorry if you disagree but I cannot pursue this course of
action”
• One-size-fits-all versus tailored arguments: “It’s not honest” versus “Our
firm’s reputation for honesty is its greatest asset. Remember how our
customers stood by us when we discovered that data-theft last year? That
was because they believed we would never deceive them about their risks”
• Problem-solving: “I see what’s at stake here and why you are suggesting
this course of action, but I am confident we can find another solution if we
bring all our talents to bear here.”
• Other approaches?