The Ethical Decision-Making Process
  1. Facts
  • Considering a situation, a case study, current events, even a personal dilemma - obtain all possible unbiased facts

  1. Issue(s)
  • An ethical issue might emerge when core values are in conflict.
  • Do you notice any ethical issues emerging from these facts?
  • What do you think are the core values of this firm? Of the employees? Of this culture? Of this community? (Or of other stakeholders? What are your core values?)
  • You might simply consider whether anything about this case just bothers you a little bit?

  1. Alternatives
  • What choices do you have to resolve this dilemma?
  • As you consider your alternatives, do not look only to the obvious options, but uncover also the more ambiguous or obscure possibilities.
  • Be creative and imaginative!
  • Ensure that all voices are heard in identifying options . . . even the more quiet voices. Did you make sure to ask everyone in your group if they had any suggestions? Even the really “out there” ideas – sometimes those are the most effective ones.

  1. Stakeholders
  • In other words, who has a stake in the outcome of your decision? Who has an interest?
  • What are the motivations of each stakeholder? How much power does each hold?
  • Some stakeholders might not be so obvious; for instance, did you consider your competitors? The families of your employees?

  1. Impact of alternatives on each stakeholder?
  • What is the impact of each alternative on each stakeholder group?
  • What is each stakeholders’ resulting impacts on you?
  • What are the benefits and harms, the rights and wrongs?

  1. Additional assistance
  • Are you guided by your organization in some way? A code of conduct, the mission statement, a statement of values?
  • Perhaps your discipline offers guidance, such as the code of ethics for professional accountants, or standards of ethical conduct for financial professionals.
  • Your industry might direct you, such as the Defense Industry Initiative.
  • With every decision, you may find insight from one or more ethical theories. Ethical theories often can help us to spot underlying implications or consequences that we might not otherwise have seen if we did not think through the dilemmas using them.
  • For instance, you could consider whether the greater good is served by your decision, but then you always have to be aware that you might disrespect the minority (utilitarianism).
  • Or, you may examine whether there is a fundamental value being protected by your decision; but then you also would want to examine whether any fundamental values are in conflict with each other – one of the hard parts of applying the theory of universalism.
  • You may be most comfortable applying a theory of justice or fairness, but then you have to consider the cultural differences in defining those terms, and the global implications.

  1. Action
Once you have considered the guidance in the previous step, the next step is to decide what to do. Of course, it is not that easy, so here are a few final considerations that people sometimes consider to help them to reach a final decision.
Talk to people whose judgment you respect
What would the most ethical person you know do?
How did I get here in this dilemma in the first place?
Is my action legal? Where is the legal line?
Am I being fair and honest (is it “just”)?
Am I acting in line with my personal integrity?
Am I being only self-serving or am I considering others?
Will it stand the test of time?
Is this a model of “right” behavior?
How will I feel afterwards? (am I proud?)
Will someone get the wrong idea?
Is my loyalty in the “right” place?
Is this something a leader should do?
  1. Monitor outcomes
  • Monitor the consequences, get feedback and consider how you might learn from this decision for the future.

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