1 / 23

ETHICS IN THE WORKPLACE:

ETHICS IN THE WORKPLACE:. AN OXYMORON OR EXPECTATON?. Why Ethics? Why Now?. In the news – Wall Street , Financial Institutions Individual rights, needs, demand Science ahead of moral reasoning Changing characteristics of the world - globalization. What are ethics?.

jerica
Download Presentation

ETHICS IN THE WORKPLACE:

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. ETHICS IN THE WORKPLACE: AN OXYMORON OR EXPECTATON?

  2. Why Ethics? Why Now? • In the news – Wall Street, Financial Institutions • Individual rights, needs, demand • Science ahead of moral reasoning • Changing characteristics of the world - globalization

  3. What are ethics? • Who is the most ethical person you know? • Why did you think of this person? • What are the characteristics you associate with this person?

  4. Some Definitions • Values • Morals • Ethics

  5. Some Definitions • Values - Core beliefs that guide actions. • Morals – Customs, traditions, and beliefs that are reflected in personal convictions about right and wrong. • Ethics - Standards of conduct. Ethiko (Greek) – habit. Two dimensions -prudence (right) and virtue (good).

  6. Values – Motivators • Morals - Inner Compass • Ethics – Foundation

  7. “Certain core ethical values…form the foundation of a democratic society, in particular, trustworthiness, respect, responsibility, justice & fairness, caring, and civic virtue and citizenship.These core ethical values transcend cultural, religious, and socio-economic differences.”Aspen Declaration, July 1992

  8. Kohlberg’s Theory of Moral Development • Concern for self • One-way concern about others-what they can do for you • Social Conformity-group norms • Social Conformity-order in society • Social Contract-legalistic • Universal ethical principles-requires mental reasoning, experience

  9. Adult Stages • Moral thinking and judgments-complex, comprehensive • Diverse viewpoints are considered • Account simultaneously for situation, motivations, principles • Reasoning requires the ability to: think abstractly, weigh competing claims, consider both logical and emotional domains, take a stand, yet remain open to the future

  10. Philosophical Models of Decision Making • The Golden Rule • Immanuel Kant - • Absolute External moral principles • Rule of Respect-well being of each • Rule of Universality-universal standards • John Stuart Mill- • Consequentialism/Utilitarianism

  11. Josephson Model • Golden Kantian Consequentialism (concerns for ALL stakeholders-cost/benefit) • Trustworthiness • Respect • Responsibility • Fairness • Caring • Citizenship

  12. Ethical Decision Making • Ethical Commitment - the desire • Ethical Consciousness • unaware of ethical implications • ethical legalism • ‘white’ lies (being helpful or kind) • exaggeration or understatement • Ethical Competency – reasoning and problem solving skills • Evaluation • Creativity • Prediction

  13. Models of Ethical Decision Making • Doctrine of Relative Filth • The Conscience Prodders • The Parent Perspective • Special Person Test • The Superman Test • The Publicity Test • If Everyone Did It. • WWJD

  14. First, take care of ______________ Second, take care of ____________ Third, take care of ______________ The University Your Supervisor Yourself Exercise - Ethical Priorities(Fill in the blanks)

  15. Leadership’s Roles and Responsibilities • Legitimize the principles-based conversation • Provide the tools for principles-based decision-making • Model the behavior • Encourage the behaviors

  16. Legitimizing the Conversation • It is leadership’s responsibility to ensure that the organization’s core principles are : • clearly articulated • effectively communicated • uniformly upheld

  17. Providing the Tools • Principles-based decision-making requires: • clear standards • a common decision-making model • a common vocabulary • mechanisms for clarification and interpretation of principles • mechanisms for reporting wrongdoing

  18. Modeling the Behaviors • For leaders to be effective in a principles-based organization, they must routinely make the ethical component of their own decision-making explicit. • Leaders must be able to point to key organizational decisions and explain in detail how they uphold the organization’s principles.

  19. Encouraging the Behaviors • Decision-making employees must explain, in detail, how the organization’s principles are upheld in any decision they advocate or present. • Principles-based decisions must be discussed and celebrated.

  20. Exercise – practice makes perfect!

  21. The End!

  22. When It’s Your Boss • Give your boss a chance to retract request • Begin by saying ‘no’ • Pick a good time to discuss the disagreement • Thank your boss for meeting with you • Define your ethical expectations • Express concern about boss’s reputation • State the problem clearly and briefly

  23. Ask questions, acknowledge you may have misunderstood • Suggest a solution that is agreeable to both • Ask for a commitment to action • Thank your boss for making an effort to understand your concern

More Related