Points to Consider in Ethical Decision-Making

1. Points to Consider in Ethical Decision-Making Brenda Aron SCCC

2. Terms to KnowGold (2006) • Issue: the subject of a dispute or conflict • Interests: why the issue is important • Position: the stance a person takes on an issue

3. Right VS Wrong • Violation of the law • Departure from the truth • Deviation from moral rectitude

4. Reasons • Right Vs. Wrong Situations: • Age • Ethical Maturity • Professional Experience • Environmental Influences • Cultural Knowledge-Deaf/hearing • Laws • Models of Interpretation i.e., BIBI • CPC • Empathy

5. Kidder-Right VS. Right ParadigmsGajewski-Mickelson 2009 • Truth vs. Loyalty • Short Term vs. Long Term • Justice vs. Mercy • Individual vs. Community

6. Resolution Principles • Ends Based: the greatest good for the greatest number of people i.e, if a clothing fell of a hanger in a store-put it back because you would want others to be responsible for themselves • Rules Based: Follow your highest sense

7. Code of Conduct and Code of Professional Conduct, Why the Difference? • Code of Conduct: is “rules based” • Code of Professional Conduct is from a “deontological perspective”

8. What is a Deontological Perspective? • Deontology is a duty-based ethic; actions are considered morally good if they follow from a duty or principle prescribed by reason, principles, or normative standards, not from the consequences the action produces. From a deontological perspective, certain acts are right or wrong in themselves, and not necessarily from the consequences they produce. ~Environmental Health Perspectives, 2003

9. An Excellent Example • One influential deontological theory is John Rawls' A Theory of Justice (Rawls 1971). In short, Rawls argued that objective individuals, ignorant of their position in a society, would chose fair principles of justice that would maximize the benefits of those "worst off in society," rather than promote the utilitarian principle of "greatest good for the greatest number." For example, if we were choosing rules to regulate society, justice as fairness would dictate everyone should be entitled to a minimum standard of health care and environmental standards. In contrast, utilitarian or consequential principles may dictate that some individuals have no health care and others have excellent care, that some live in extreme pollution while others live in an excellent environment, if the average aggregate good is maximized.

10. Gish+- Problem Solving Model • Define the problem • Find out all the facts-Issues and Interests; CPC application • Think of possible solutions • Evaluate the solutions • Choose a solution • Outline the steps • Try the solution • Evaluate what happened

11. Witter-Merithew/Mills Stewart Case Study Analysis Model • What is the issue? Why do I identify it as the issue? • What is the ethical tenet that governs the question? Why did I choose this tenet(s)? • How does the ethical tenet apply to the issue? Why do I believe it applies? • Consider the issue from all sides • Determine the possible resolution strategies • Choose the final course of action. Why is this choice the best course of action?

12. RID Testing RubricEthics portion of the performance exam • What is the conflict? • What would you do? • Why?

13. Acronyms for Ethical Problem- SolvingDECIDE • One approach is called “DECIDE” • Dilemma = What is the dilemma or issue • Ethic = Which RID ethical tenet(s) did it impact- Choices = Think of all the choices possible that you can do • Impact = Think of the on the impact each choice will make • Decision = Based on the different alternatives and impacts, make a decision that will have the least negative effect • Effects = What effects will this decision impact

14. PEPSI • Another approach is called “PEPSI” • Problem = What is the problem or issue? • Ethic = Which RID CPC tenet(s) did it impact • Perspectives = Think of all the perspectives, how it will impact i.e., the clients involved in this situation both deaf and hearing, your supervisor, the hiring agency, etc. • Solution = List all possible solutions • Impact = Determine the impact of each solution both short and long term. Then choose the least negative effect.

15. PEPSI-CO • A third approach is called “PEPSI-CO” • It has the same approaches as PEPSI but adds two effects: • Consequences = What are the consequences of the solution(s) • Effects = How will the solution you choose effect(s) others • Any of those methods is effective when you need to make a decision about a sticky situation. It is usually the method used during the interview portion of the RID Performance Exam. • See NIC Interview Examination Rubric Anchors

16. Diagnosis Tools for ConflictMoore (2003), modified by Gary Furlong (2005); Gajewski-Mickelson (2009) • Relationships: Issues based on negative experience(s) in the past, stereotypes, poor or failed communications, repetitive negative behavior • Values: Issues based on belief systems-right and wrong, good and evil, just and unjust. • Externals/Moods: Issues based on factors unrelated to substance of dispute psychological or physiological- like a “bad hair day” (cont’d on next slide)

17. Diagnosis Tools for Conflict (cont’d) • Data: Issues based on a lack of information, misinformation, too much information, and/or information collection problems • Structure: Issues caused by limited physical resources (i.e, time, money), authority issues, geographical constraints, and/or organizational structures.

18. Understanding InterestsMoore (2003), Lewicki, Barry & Saunders (2007), Lax & Sebenius (1986), Gajewski-Mickelson (2009) • Substantive: Interests that generally relate to the focal issues of the negotiation or encounter and have to do with things of substance such as time and money. • Procedural or process: Interests related to how something is done. • Psychological: Some refer to these interests as relationship interests. These interests concern the relationship and emotional needs of the parties. • Principles: Issues related to what is fair, what is right, what is acceptable, what is ethical or what has been done in the past and should be done in the future. These interests may be deeply held by the parties and serve as the dominant guides to their action.