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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?.

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ETHICS IN THE WORKPLACE:

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  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

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