Download pdf - Ethical Dilemma and Leadership Values and Ethical Reasoni

7/29/2019 Ethical Dilemma and Leadership Values and Ethical Reasoni

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Ethical Dilemma AND

Leadership Values and Ethical

Reasoning

SHABINA Z DESAI

Module :-1 & 2


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What Is Ethics?

A group of moral principles

or set of values that defineor direct us to the right

choice


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Nine theories of ethics1. Situational ethics

Lying is Wrong , but if you lie to do avoid

hurting someone feelings, lying is right .

2. Consequential ethics

Result will be positive

3. value ethics

Your behavior according to your value

4. Utilitarian ethics

If you kill one person to save many , it ok

to do so.


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5. Moralistic ethics

Pacifisit may always believe war is always

wrong ,no matter how justified it may seems.

6. Ethical realism

Based on real world

7. Ethical hierarchies

Certain ethical values are more important than

others

8. Principles of ethics

Just principles or theories to guide decision s.

9. Moral development

Ethics can be taught that greater levels of

ethical behavior can be achieved as one learn


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What Is an Ethical Dilemma?

Situation in

which two or

more deeply heldvalues come into

conflict. In these

situations, the

correct ethicalchoice may be

unclear.

What should or

ought I do?

What is rightor wrong,

good or bad?


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Ethical Dilemma

Ethical Dilemma arises in a situationwhen one is faced to choose the right

one from several conflicting alternatives

(e.g conflict between responsibility andvalues)

There are situations when there is not

simple choice between right or wrong. Dilemmas are complex when manager

have no clear guidelines either in law or

in religion.


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Ethical dilemma are complex judgments onthe balance between the economic

performance and the social performance ofan organization.An ethical dilemma exists when one is faced

with having to make a choice among following

alternative-Significant value conflict among differinginterest,

-Real alternative that are equally

justifiable-Significant Consequences onstakeholders in the situation.


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According to Rushworth Kidder, in ethical

dilemma, the toughest choices are Rightversus right.

-Truth versus Loyalty

-Individual versus Community-Short-term versus Long term

-Justice versus mercy


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Resolving Ethical Dilemma The following guidelines help to resolve the issues.

-Clearly define the problem.

-Look on the problem from the opposite end.

-Identified the source of problem.

-Define your intention to how to resolve theproblem.

-Define your loyalty to individual/ organization.

-Compare the out come of various alternative

decision.-who will be affected by your decision.

-What would be effected of the decision to theaffected person as a whole on long term


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Approaches to resolving ethical

dilemmas We have observed there are three

classical approaches in resolving ethical

dilemmas.a) Ends-based thinking

b) Rule-based thinking

c) Care-based thinking

d) Virtue-based thinking


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Characteristics of ethical

dilemmas Most ethical decisions have extended

consequences.

Most ethical decision have multiple alternatives and

have to be considered. Most ethical decisions have mixed outcomes.

Most ethical decision have uncertainconsequences.

Most ethical decisions have personal implication.

Ethical decisions are not simple choice betweenright or wrong.

It have complex judgments.


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Causes of Ethical Dilemmas

A Bottom Line Orientation

Short Term Traps The Ego Barrier


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There is no excuse for failure.

Zero defects.

Can do.

Just do it.

Tell them what they want to hear.

Make the report say what theywant to see.

Causes of Ethical Dilemmas


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Determining the

Right ThingBasic Approaches

Kantian (Deontic) Approach

Utilitarian (Consequential) Approach

Virtue (Character) Approach

Fairness (Justice) Approach Common-Good Approach


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Kantian (Deontic or Rights)

Approach Immanuel Kant

Rules or principles determine action.

Emphasizes the principle over the result.

The action should not be done if everyone should

not do it. Can my act become universal law?

People have rights: truth, privacy, and protection.

People are not a means to an end, but are an endin themselves.

Bottom Line: Does the action respect the moral

rights of everyone?


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Utilitarian (Consequential)

Approach John Stuart Mill and Jeremy Bentham

Emphasizes the results of the action.

Ethical actions provide the best balance ofgood over evil.

An act is right if and only if it results in as

much good as any available alternative.

Bottom Line: The greatest good for the

greatest number of people.


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Virtue (Character) Approach

Aristotle and Thomas Aquinas

Emphasizes character.

Character traits or virtues enable usto reach our highest potential.

A virtuous person is an ethicalperson.

What kind of person should I be?

Bottom Line: People develop virtuesthrough habit.


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Fairness (Justice) Approach

Aristotle

Equals should be treated equally and

unequals should be treated unequally.

Favoritism and discrimination are unjust

and wrong.

Bottom Line: How fair is the action? Does

it treat everyone the same way, or does itshow favoritism or discrimination?


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Common-Good Approach

Plato, Aristotle, Cicero, John Rawls

Veil of Ignorance Those that makedecisions should be blind to personalgain.

We are all members of the samecommunity.

Bottom Line: What is good forindividuals is based on what is goodfor the community as a whole.


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What Are Values?, cont.

Values indicate desirable or preferred

end-states or corrective goals or

explicable purposes, and values arestandards in terms of which specific

criteria may be established and choices

made among alternatives. JamesMacGregor Burns, Leadership, p. 74


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Value systems provide an overall frame of

reference for goal setting; they are normative

views held by individuals (consciously orsubconsciously) of what is good or desirable.

Values provide standards by which people

are influenced by their choice of action.

French, Kast, and Rosenzwig, UnderstandingHuman Behavior in Organizations, p. 69


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Values are the deep seated, pervasive

standards that influence every aspect of

our lives (our moral judgments, ourresponses to others, our commitment to

personal and organizational goals).

Values set the parameters for decisionmaking. Kouzes and Posner, The

Leadership Challenge, p. 212


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Values are the enduring beliefs that

have worth, merit, and importance for

the organization. Daft, LeadershipTheory and Practice, p. 192


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Types of Values

Individual individuals

Group formal or informal groups

Organizational composite of individual,group, organizational, culture

Constituents those in direct contact with theorganization

Cultural the entire society Understanding Human Behavior in

Organizations, Kast and Rosenzweig, p. 150


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Sources of Values

Personal

value

system

Religion

Peers

Education

Parents

Media

Technology


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Beliefs

Assumptions or convictions you hold as true

about people, concepts, or things

People generally behave in accordance withtheir beliefs.

As a leader, your beliefs directly impact on

the leadership climate, cohesion, discipline,training, and combat effectiveness of the unit.


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Norms

Rules or laws based on a groupscommonlyaccepted beliefs or values

Formal norms are official standards orlawsthat govern behavior.

Informal norms are unwritten rules orstandards.


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Army Values

Example is not themain thing in

influencing

others. It is theonly thing.

--Dr. Albert

Schweitzer


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Are There Universal Values?

Justice

Mutual Respect

Stewardship Honesty

Interfaith Declaration, British-North American

Research Association The Ethical Imperative, Dalla Costa, 1990, p.

132


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Are There Universal Values,

cont. Human Dignity

Mutual Responsibility

Economic Equity Fiscal Fairness

Social Justice

Environmental Integrity

The Ethical Imperative, Dalla Costa, 1990, p.132


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Basic National Values

Truth

Life

Liberty

Equal opportunity

Pursuit of happiness

Justice and fairness Peace and security

Responsibility


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Values

Serve as our moral compass to help us

find our way to the right action.


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Influences on Ethical

Reasoning Laws and regulations

Basic national values

Army values

Unit operating

procedures

Personal values

Institutional pressures


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Step 1: Define the problem.

Step 2: Know the relevant rules.

Step 3: Develop and evaluate courses of

action.

Step 4: Choose the course of action thatbest represents Army values.

Ethical Reasoning Process


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Step 1: Define the Problem

Who said it?

What was said, ordered, or demanded?

Dont accept hearsay.

Get the details.

Remember that problems can be

described in more than one way.

The hardest step.


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Step 2: Know the Rules

Conduct research.

A seemingly ethical dilemma may in

reality be a misunderstanding of aregulation or policy.


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Step 3: Develop and Evaluate

Courses of ActionTwo Parts

Develop Courses of Action

Brainstorming

Evaluate Courses

Ethical Approaches

Army Values


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Rotary Clubs Four Way Test

Is it the truth?

Is it fair to all concerned?

Will it build good will and better

friendships?

Will it be beneficial to all concerned?


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Step 4: Choose the Course of

Action That best represents Army Values

A values-based organization provides

publicized values as a framework for expressing expectations,

making decisions, and

evaluating systems, processes, decisions,and employee performance


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Practical Exercise Captain Rockwood Is he using this or any ethical reasoning process?

Is there a point at which his thinking becomesflawed?

What is the tension for him, or what values are inconflict? What is he focused on, the actions or theend result?

What solution would you have come to if faced withRockwoods experience? How did his use or lack ofuse of an ethical reasoning process effect hischoices?


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What If Your Boss Asks You to

Do Something Unethical? Examine the facts.

Turn implied request into ethical response.

Never appear to be self-righteous. Expose your personal sensitivity.

Remember that ethical people have the power.

Be professional and ethical.

Be friendly and non-threatening.Richard Chewning, When Your Boss Asks for Something Unethical.

Presbyterian Journal, 24 Dec 86, 14 Jan 87, 4 Feb 87


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The Leaders Challenge

To act morally and ethically

in all aspects

of ones private/personaland public/professional life


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Ethical

LeadershipThoughts to consider inpursuit of being an ethicalleader


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Ethics and Leadership

Your ability to

lead flows from

your individualbeliefs,

values, and

character.


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What Is Leadership?

Leadership is an influence relationship

among leaders and followers who

intend real changes that reflect theirmutual purposes.

-- Rost, Joseph C. Leadership for the

Twenty-first Century.


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What is the difference betweenethical leadership and unethical

leadership?

Is there a type of leadership that is

neither ethical nor unethical?


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Practical Exercise

Role-play the Parable of the Sadhu


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The Parable of the Sadhu Describe the breakdown between the

individual ethic and the organizational ethic.

What are some ways that we showfavoritism?

What is the leaders responsibility to thesubordinate?

What are some sources of stress on leaders

and how does stress influence leaders? What part does a shared purpose, values,

and a process for making decisions play in anorganization?


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Leaders Ethical

Leadership Responsibilities

Be a role model.

Develop your subordinates ethically.

Avoid creating ethical dilemmasfor your subordinates.


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Leaders and Followers

Either leading or following, we model ethicalbehavior in either role.

(1) Leaders set standards of ethical behavior.

(a) Define and affirm core values.

(b) Provide clarity.

(c) Act as standard bearers.

(2) Followers embrace those standards.(a) Embrace core values.

(b) Ask for direction when uncertain.

(c) Meet standards.


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Four Essential Character Traits

of Ethical Leaders Ability to recognize and articulate the

ethics of a problem

The personal courage no to rationalizeaway bad ethics

An innate respect for others.

Personal worth from ethical behavior

"Report on Ethics of


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Report on Ethics ofAmerican Youth" in October

1997Set One82% think that their parents want them to do the ethical

thing no matter what the cost78% think it is not worth it to lie, cheat or steal becauseit hurts your character69% think that their school works hard on characterdevelopment

68% think it is very important or essential to be ethicalin all aspects of life

epor on cs o


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epor on cs oAmerican Youth" in October

1997Set Two

93% think that being treated with respect is essentialor very important

91% are satisfied with their own ethics and character

90% think that they would be listed by a friend as oneof the most ethical people they know

73% think that they are more ethical than most peoplethey know

Set Three70% had stolen something at least once in the last year50% had cheated on at least once exam in the last year


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INTEGRATING

VALUES/ETHICS

INDIVIDUAL

Personal

Private

Values

Professional

Public

Ethics


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Establishing an Ethical Climate

Typical Responses

Gut instinct

Defining the Shalt-Nots

The Starting Point: explicitly articulating

a personal and professional philosophy


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Personal Operating Philosophy

Mission Statement

Vision Statement

Core Values


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A Vision Statement

Vision Statement: a guiding picture of a

desirable, ambitious future. Criteria for

a quality vision statement: futuristic,challenging, preserves core ideology,

applicable to individual or organization,

inspires change, compelling, clear andconcise.


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A Mission Statement

Mission Statement: purpose and reason

for existence. Criteria for a quality

mission statement: clear and concise,consistent with values, action-oriented,

measurable, drives or directs all

decisions and actions.


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What Are Values?

Values are the deep seated, pervasive

standards that influence every aspect of

our lives (our moral judgments, ourresponses to others, our commitment to

personal and organizational goals).

Values set the parameters for decisionmaking. Kouzes and Posner, The

Leadership Challenge, p. 212


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A Healthy Organization

Guidelines are clear.

Ethical behavior is rewarded.

Levels of competition and stress are low. Expectations and standards are clearly defined.

Informal norms are consistent with Army values.

All rewards and punishments are fair and equal.

Developing Ethical Fitness


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Developing Ethical FitnessThree Levels of Personal Moral Development

1. Pre-conventional

Rulebook

Self-interest

Blind Obedience/

Compliance

Acts based on

reward/

punishment

(Requires

leaders

2. Conventional

Fulfills others

expectations

Societys

obligations

Law abiding

Identification

Acts to become

a recognized

member of the

group

3. Post-conventional

Internalized

universal principles

Balances concern

for self and others.

Independent

Complete belief in

the values


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Internalizing Beliefs,

Values, and Norms Compliance-- Actions based on reward/punishment

(Requires leaders presence.)

Identification

-- Actions to become a recognized member

of the group

Internalization

-- Complete belief in the values

Soldiers Learn


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Soldiers Learn

through Observation

Pay attention

to their

leaders

See what the

other soldiers

did and what

happened to

them

Observe other

soldiers

receiving

awards

Recognize our

commitmentto the

unit


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Ten Ways to Enhance Ethical

Leadership1. Establish a code of ethics.

2. Require everyone to verify that they

have read and understand the code.3. Integrate ethics into performance

evaluations.

4. Recognize and reward ethicalbehavior.

5. Establish a confidential ethics hotline.


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Ten Ways to Enhance Ethical

Leadership6. Incorporate ethics questions into surveys.

7. Show and discuss videos that deal with

ethical dilemmas.8. Launch an ethics column in the newsletter.

9. Use on-line menu-driven answers to

questions about ethical problems.

10. Hold open forums on ethics with leaders.

Source: The Canadian Clearing House for Consumer and Corporate Ethics,

www.interactive.york.ca/ethicsan/eem.html, as published in Nancy Croft Baker, Heightened Interest in

Ethics Education Reflects Employer/Employee Concerns, Corporate University Review (May/June 1997),

6-9.
http://www.interactive.york.ca/ethicsan/eem.htmlhttp://www.interactive.york.ca/ethicsan/eem.html


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Practical Exercise

Develop your plan for establishing an

ethical climate.

Ethical Climate Assessment


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Ethical Climate Assessment

Survey


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Unit Climate Survey Materials

Army Research Institute

www.ari.army.mil


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The Self-Interest Model

Hobbes people are self-centered and

egotistical; primary goal is self-preservation

Friedman the act of maximizing return mustconform to the basic rules of the society,

both those embodied in law and those

embodied in ethical custom.

Assumes that people will be decent and thelaw will appropriately punish unethical

behavior.


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The Self-Interest Model, cont.

Purpose maximize return

Contract act within laws and customsof the land

Driving assumption corporate self-interest provides the greatest return tothe greatest number

Primary means tangible efficiencymethods


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Drawbacks of the Self-Interest

Model Self-interest is ethically dysfunctional

Validates self-aggrandizement

Does not create mutually beneficialapproaches

Focuses on results not the means


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Model, cont.Example: Incentive systems

1. sales performance target

2. top management bonuses dependent onmeeting target

3. no one articulates the need for honesty

4. sales persons know that honesty is implied

5. But, the self-centered design of the incentivesystem encourages dishonesty

6. the focus is on the target and the company,not the customer


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Model, cont. Self-interest is not pragmatic

Its priorities do not produce excellence

It filters out others It focuses on making profit not meaning

It limits activities to those that reward self.

Results in mediocrity


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The Covenantal Business Ethic

Examples J&J baby oil (83), Lex (85)

Purpose create delivered value Contract receive a beneficial return in

exchange

Driving assumption service to others

Primary means the creation of

mutually enabling relationships


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Three Conditions of Ethical

Problem Solving

1. Integrating ethical norms with the

pursuit of economic success.2. An other-directed attitude.

3. A business ethic must be capable of

motivating pragmatic and competitivebehavior.


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Describing Ethical Failures

A. The Acute Dilemma situations where

you do not know what is the right or

wrong thing to do.B. The Acute Rationalization situations

where you do know what is the right

thing to do but fail to do it


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Resolving Ethical Problems

The covenantal ethic is theoreticallysound

But we must have tools for putting it intopractice internal and external

External methods laws, punishment,rewards

Detection alone will not deter unethicalbehavior


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The difference between a moral man and

a man of honor is that the latter regrets a

discreditable act, even when it hasworked and he has not been caught.

H.L. Mencken


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Ethical Implications of Bottom

Line Orientation McCoy and the parable of the Sadhu

People ignore serious moral dilemmas

Motivation by profit, high stress, and theexciting is powerful

None stepped up to help because there

were no shared values


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The Bottom Line, cont.

What Value Am I Creating?

Questioning value creation can lessen

the control of the bottom line and willfocus on an ethical response to quality

issues, e.g., the quality of childrens

shoes; Stride Rite versus discountretailer.

Questions to Ask When Grappling with


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Roadblocks of the Bottom Line

Who might get hurt besides ourselves?

Am I perpetuating a dishonest and

fraudulent relationship? Whose needs am I considering in my

definition of the problem?

Have I tested the other persons needsdirectly?


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Roadblocks of the Bottom Line, cont.

How will this issue affect the companys

reputation?

Is this decision consistent with thevalues we wish to convey by the brand

or company name?

What language am I using to set targetsfor other people?


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If the most desirable consequences cannotbe determined, have I ensured that theprocedural issues of decision making and

implementation are ethical? What value am I creating?

Are we in the right business and market tobegin with?

How will the decision affect the quality of myrelationship with X?


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What if the injured party to intended

beneficiary were my child?

Is my relationship with the end-user one ofempowering or empowerment?

What other motives are driving me beside

the companys bottom line?


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Short Term Traps

Short Term Practices

Not good; must have vision Ford

HP turned down defense contractbecause it would result in large hirings

and large firings

Moral failure lack of vision andreckoning


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Short Term Traps, cont.

Efficiency Corrupts in Three ways

1. Undermines the need for moralthinking

2. Encourages self-delusion

3. Promotes greed


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Ethics and Expediency

Problem 1 Complying with policy when

there is no time; focusing on the short

term

Problem 2 Complying with unethical

people to get the job done

Problem 3 Goodwill at what cost? J&J

and Tylenol


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Ethics and Expediency, cont.

Problem 4Carrying out someone elses

unethical promise

Problem 5 Understanding moral failures Problem 6 Life or death decisions

Problem 7 Layoffs

Q ti t A k h F i


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Questions to Ask when Facing

Short Term Traps

What if I knew there would be a fullaudit of every decision I made two yearsfrom now?

What are the likely consequences of mydecision one year from now? Threeyears from now?

How will this decision affect ourcustomers trust in us?

Q ti t A k h F i


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How would the decision look if it were

repeated twenty times?

How many time have similar outcomeshappened in the past and why?

What if I had ten times as much time in

which to make the decision? Would Irecommend the same thing?

Q ti t A k h F i


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Have I actually tried to stretch the time

frame in which to complete decision

making or implementation? Because of high turnover, many leaders

do not have to live with their unethical

decisions


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Breaking the Ego Barrier

Problem 1 Determining theappropriate sales incentives

Problem 2 Processing uncertaininformation

Problem 3 Failure to face up topotentially damaging information

Problem 4 Dealing with hostilecriticism


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Breaking the Ego Barrier, cont.

Problem 5 Keeping skunkworksethical

Problem 6 Communicating unpleasantinformation upward

Problem 7 Regarding thetechnologically effective but egotistical

team destroyer

Q ti t A k t B k


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Questions to Ask to Break

through the Ego Barrier

What is my intention?

Have I invited and tolerated dissent?

Have I rubbed elbow with subordinates? What have I omitted from my analysis

What if I get caught?

Have I listened to other opinions? Can Itolerate hearing them directly, or only filtered

through company communication channels?

Q estions to Ask to Break


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through the Ego Barrier, cont.

Did address the facts? Precisely what

value am I creating?

At whose expense am I creating value?

Have I articulated factual information in as

objective and impartial a way as possible?



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through the Ego Barrier, cont.

Are my decisions or behavior having a

negative impact on the relationships

involved?

Am I rewarding ego-dominant,

relationship-destroying attitudes in

others?

Have I laughed at myself recently?


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If the corporate environment penalizes orsimply threatens to penalize ethical decisions,many managers will be unwilling to apply these

morals to any other frameworks. If the onlychoice for a manager is private moral norms orcareer suicide, then very few managers willhave the courage to stick to their principles, and

even fewer will be fully aware of how often theycompromise them. Laura Nash, GoodIntentions Aside


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Good managers can be fooled by their

own good intentions, a managerial

problem-solving approach, andsometimes financial success into

complacently accepting a business ethic

that falls short of their private ideals.

Laura Nash, Good Intentions Aside


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Conclusion

Ethical leaders do the right things for

the right reasons all the time, even

when no one is watching. (FM 22-100)


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We need to move beyond refraining to

do wrong

We need to incorporate a CovenantalEthic that promotes the well-being of

others.


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Summary

Action: Apply the Ethical Decision Making

Process as a Commander, Leader, or Staff

Member.

Identified the relationship between

leadership values and decision making;

explained the difference between values

and ethics according to FM 22-100.