The no show consultant case study

STEPS OF THE ETHICAL DECISION-MAKING PROCESS EESE Faculty Development Workshop Douglas R. May, Professor and Co-Director International Center for Ethics in Business SUMMARY OF THE STEPS OF THE ETHICAL DECISION MAKING PROCESS 1. 2. 3. 4. 5. 6. 7. 8. 9. Gather the facts Define the ethical issues Identify the affected parties (stakeholders) Identify the consequences Identify the obligations (principles, rights, justice) Consider your character and integrity Think creatively about potential actions Check your gut Decide on the proper ethical action and be prepared to deal with opposing arguments. 1 - GATHER THE FACTS       Don’t jump to conclusions without the facts Questions to ask: Who, what, where, when, how, and why. However, facts may be difficult to find because of the uncertainty often found around ethical issues Some facts are not available Assemble as many facts as possible before proceeding Clarify what assumptions you are making! 2 – DEFINE THE ETHICAL ISSUE(S)    Don’t jump to solutions without first identifying the ethical issue(s) in the situation. Define the ethical basis for the issue you want to focus on. There may be multiple ethical issues – focus on one major one at a time. 3 – IDENTIFY THE AFFECTED PARTIES   Identify all of the stakeholders  Who are the primary or direct stakeholders?  Who are the secondary or indirect stakeholders? Why are they stakeholders for the issue?  Perspective-taking -- Try to see things through the eyes of those individuals affected 4 – IDENTIFY THE CONSEQUENCES       Think about potential positive and negative consequences for affected parties by the decision (Focus on primary stakeholders to simplify analysis until you become comfortable with the process). What are the magnitude of the consequences and the probability that the consequences will happen. Short term vs. Long term consequences – will decision be valid over time. Broader systemic consequences – tied to symbolic and secrecy  Symbolic consequences – Each decision sends a message.  Secrecy consequences – What are the consequences if the decision or action becomes public? Did you consider relevant cognitive barriers/biases? Consider what your decision would be based only on consequences – then move on and see if it is similar given other considerations. 5 – IDENTIFY THE RELEVANT PRINCIPLES, RIGHTS, AND JUSTICE ISSUES    Obligations should be thought of in terms of principles and rights involved  A) What obligations are created because of particular ethical principles you might use in the situation?  Examples: Do no harm; Do unto others as you would have them do unto you; Do what you would have anyone in your shoes do in the given context.  B) What obligations are created because of the specific rights of the stakeholders?  What rights are more basic vs.