A Framework for Ethical Decision Making

1
 Ethical Decision

• Ethical Decision Making Process is the

processes of choosing the best alternative for
achieving the best results or outcomes that
comply with individual, social and moral
values and regulations.
 Making Ethical Decisions

• Making good ethical decisions to solve Ethical

Dilemma requires a trained sensitivity to ethical
issues and a practiced method for exploring the
ethical aspects of a decision.
• Having a method for ethical decision making is
absolutely essential.
• Ethical decision should be based on ethical principles
and codes rather than on emotions, thoughts or
fixed policies.
 Ethical Dilemma

• Ethical dilemma: is a situation with uncertainty

about what is right to do from a moral or ethical
perspective.
• For example, the manager of a company may be
put in a position in which he must choose
between the interests of his employees and his
investors – Give more profits or increase the
salary?
 Ethical Dilemma Defined

• Example 2 :
• A new technology is being launched which is good for
the company as well as the customers. But, if this is
brought into use, a lesser man-power is required for the
organization.
• The entrepreneur is now in an ethical dilemma whether
he choose to improve his clientele with good services or
be loyal to his employees who have helped the company
grow.
• The unpleasantness of the situation arises when neither
the clients nor the employees deserve to suffer and it is
the entrepreneur’s call to take.
 The Framework Overview
• Step One: Describe the problem
• Step Two: Determine whether there is an ethical issue
or an ethical dilemma
• Step Three: Identify and rank the key values and
principles
• Step Four: Gather your information
• Step Five: Review any applicable Code of Ethics
• Step Six: Determine the options
• Step Seven: Select a course of action
• Step Eight: Put your plan into action
• Step Nine: Evaluate the results
 Step One: Describe the Problem

• You must first describe the problem and ensure that

it’s actually a moral dilemma that needs to follow an
ethical model
• Consider the nature of the problem and any signs of
the problem and ensure that you’re attempting to
solve the issue and not just it’s signs
• Circumstances affect the problem definition (for
whom does the problem exist? What is the
surroundings?)
 Step Two: Determine Whether There Is an
Ethical Dilemma

• Dilemma becomes ethical when the good or bad

options seem to have a moral component
(e.g. privacy vs. avoidance of harm, freedom vs.
safety).
• Terms of an ethical dilemma must be ethical in
nature, not legal
• If something is a law, you then have the ethical
choice to follow the law or not
 Step Three: Identify and Rank the Key
Values and Principles
• What reasons can you provide for prioritizing one
competing value over another?
• Understand that a decision to a dilemma which goes
against an individual’s personal set of values has very
little chance of success
 Step Four: Gather Your Information

• Do you have all the known facts?

• Do you understand the applicable laws or legalities?
• Do you have all relevant policies available to review?
• Are you clear about the individual’s views and
personal values?
* Don’t hesitate to seek out consultation
“Question from a knowledgeable if you do not know”
 Step Five: Review Any Applicable Code of
Ethics
• Look for the following:
-- mission statement
-- values base of the organization
-- ethical principles to guide daily practices
-- ethical standards
• Codes can be revised or updated as needed
 Step Six: Determine the Options

• List all possible actionable options

• Weigh the cost/benefits of each option
• Seek out additional points of view
 Step Seven: Select a Course of Action

1) Remove the least desirable option

2) Remove any which you can not put into action
3) Remove any options which break the values
systems of those affected
4) Recognize that your final choice will be impacted
by your personal values
 Step Eight: Put Your Plan Into Action

• Think about the outcomes with a sense that you

have truly approached this ethical dilemma with the
best of intentions and to the best of your ability
 Step Nine: Evaluate The Results

• Evaluate the cost for each person involved (client,

family members, co-workers, agency, etc.)
• Consider submitting your most difficult cases to an
ethics review board for feedback
 International Aspects of Decision
Making and Problem Solving

• Decision process phases earlier apply in

organizations mostly in the United States,
Canada, and some European countries – not in
subcontinent
• Reasons: Cultural variations in decision behavior
• Difficulties in multi-cultural decision groups
International Aspects of Decision
Making and Problem Solving
(Cont.)
• Differences in decision orientations
– U.S. decision makers: attack and solve
problems
– IndoPak, Malaysian, Thai, Indonesian decision
makers: adjust to problem; accept situation
International Aspects of Decision
Making and Problem Solving
(Cont.)
• Trends in decision-making behavior
– Centralized: The Philippines and Indo-Pak
organizations
– Decentralized: Swedish and Austrian
organizations
– Proceeds slowly in Egyptian organizations;
quickly in U.S. organizations
– Decision makers in Singapore and Denmark
take bigger risks than decision makers in
Portugal and Greece
International Aspects of Decision
Making and Problem Solving
(Cont.)
• Decision makers in Japan and China usually
consider all alternatives before choosing
• Decision makers in the United States,
Germany, and Canada
– Typically use a serial process
– Reject alternatives on the way to a final choice
Recapping Ethical Issues in Decision
Making and Problem Solving
• Ethical decision maker
– Open, fair dialogue with all parties potentially
affected
– Freely gives information
– No deception during dialogue
– Does not always know the ethical answer, but
freely discusses all issues with affected parties
 Decision Making
Styles
• Everyone brings their own unique
personalities and experiences to the decisions
they make.
• The decision-style model identifies four
principle styles.
 Decision Making
Styles
The decision-style model assumes that people
differ along two dimensions:
•Their way of thinking
(How they process information)
•Tolerance for Ambiguity
(How clear does everything have to be for them)
 Directive
 Low tolerance for ambiguity
 Seeks rationality
 Efficient and logical
 Makes quick decisions
 Short term focus
 Analytical
 High tolerance for ambiguity
 Requires more information
 Considers more alternatives
 Careful and adaptable
 Conceptual
 Very broad in outlook
 Considers many alternatives
 Good at finding creative solutions
 Focus long range
 Behavioral
 Work well with others
 Concerned with achievements of
subordinates
 Receptive to suggestions
 Avoids conflict
 Seeks acceptance