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Part 6 • Problem Solving
those around me? What if I get caught doing something unethical? Am I prepared to deal with the consequences?” 5. Seek opinions from others. Asking for advice from others you respect is often wise. Maybe they have been in a similar situation and can give you the benefit of their experience. Or maybe they can just listen and act as a sounding board for you. 6. Do not allow yourself to become isolated. It is easy to become isolated from what is occurring in the organization. However, if you are a manager you are responsible for being aware of all activities. You can combat isolation by promoting an open-door policy and continually looking for ways to improve ethical behavior. 7. Do what you truly believe is right. You have a conscience, and you are responsible for your behavior. Whatever you do, if you truly believe it is the right action to take, then what others will say is immaterial. You need to be true to your own internal ethical standards. Ask yourself, “Can I live with what I have done?” Ethical Screening Ethical screening refers to running a contemplated decision through an ethics test. This screening is most relevant when the contemplated action is in that gray area between clearly right or clearly wrong. The following formula provides the basic steps you should take when faced with an ethical dilemma.6 Step 1 Gather the facts. You should find out the answers to pertinent questions: Does the situation present any legal questions? What are the precedents for this kind of decision? What do our rules and regulations say? Step 2 Define the ethical issues. It may be helpful to talk the situation over with someone to clarify these issues. Such issues might include conflicts of interest, dealing with confidential information, proper use of company resources, or more intangible questions concerning kindness, respect, or fairness. Step 3 Identify the affected parties. Major corporate decisions, such as shutting down a plant, can affect thousands of people. Even a much more modest action, such as hiring or not hiring a handicapped worker, can involve many more people than you might initially think. Step 4 Identify the consequences. Try to predict the consequences for all people involved. Concentrate on the outcomes with the highest probability of occurring and especially those with negative outcomes. Both the short- and long-term results should be considered. Closing an obsolete plant, for example, might create short-term hardships for people laid off, but in the long term the firm may be financially healthier and the employees may find more viable long-term careers. Do not neglect the symbolic consequences, either. Every action sends a message, good or bad. If you hire a handicapped worker, that act may send a message that is larger and more meaningful than all your words about equal opportunity. It is not just what you say, it is what you do that others will pick up on. Step 5 Consider your character and integrity. Your character refers to the type of person you want to be. So when considering questionable actions, ask yourself the following questions. a. What would my family, friends, superiors, and coworkers think of my actions? b. How would I feel if my decision was publicly disclosed in a newspaper or e-mail? c. Does this decision or action agree with my religious teachings and beliefs (or with my personal principles and sense of responsibility)?
