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Ethical Decision-Making Strategies

(c) 2009 LPS, Inc.. Introduction. Introduction to EthicsHistorical RootsBasic Questions. (c) 2009 LPS, Inc.. Historical Roots. For as long as ?thinkers" have been telling or writing, they've offered various answers to the question of ?What is right behavior? What is good versus evil? What is the ?

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Ethical Decision-Making Strategies

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    1. (c) 2009 LPS, Inc. Ethical Decision-Making Strategies

    2. (c) 2009 LPS, Inc. Introduction

    3. (c) 2009 LPS, Inc. Historical Roots For as long as thinkers have been telling or writing, theyve offered various answers to the question of What is right behavior? What is good versus evil? What is the right thing to do in various circumstances? Four big themes: Idealistreliance on universal principles Utilitarianreliance on what works Phenomenologicalreliance on context Pragmatistreliance on standards as they exist

    4. (c) 2009 LPS, Inc. Background to Inquiry The field of ethics, also called moral philosophy, involves systematizing, defending, and recommending concepts of right and wrong behavior. Meta-ethics investigates where our ethical principles or values come from, and what they mean.. From the Encyclopedia of Philosophy

    5. (c) 2009 LPS, Inc. Basics Questions There are two fundamental problems in identifying the ethical standards we are to follow: 1. On what do we base our ethical standards? 2. How do those standards get applied to specific situations we face? If our ethics are not based on feelings, religion, law, accepted social practice, or science, what are they based on?

    6. (c) 2009 LPS, Inc. When Some ask when is a situation requiring ethical decisions? A law is broken? A company policy is violated? Harm is done to the company or individuals working for the company? Personal values are violated? Community standards are violated? A principle is misused?

    7. (c) 2009 LPS, Inc. Topics

    8. (c) 2009 LPS, Inc. Ethical Business Context

    9. (c) 2009 LPS, Inc. Decision Flow

    10. (c) 2009 LPS, Inc. Ethical Challenge We develop patterns in the ways we respond to ethical challenges. These patterns may vary depending on the individuals involved. We first need to recognize the patterns. In extensive studies of individual effectiveness, having a flexible perspective and response range is a predictor of long term success. No less is true in ethical challenges. Once we know our typical strategy we can consider alternatives.

    11. (c) 2009 LPS, Inc. Topics

    12. (c) 2009 LPS, Inc. All Models All models of decision-making involve two broad categories: Informationwhat is considered relevant, important, verifiable, useful EvaluationHow should the information be used to facilitate action? On what basis should action be taken?

    13. (c) 2009 LPS, Inc. Information Strategy Two broad strategies are used with information, one of which is preferred: Concrete, serialfact, belief, law, precision and documentation with verification is the focus of this strategy. Contextual, blendedassociated relationships, insights, principles or concepts is the focus of this strategy.

    14. (c) 2009 LPS, Inc. Evaluation Strategy Two broad strategies are used when considering information, one of which is preferred: Analyticallogical, assumptions, root causes, outcomes, systems evaluation drives the decision. Integralrelationships, networks, well-being, and avoidance of harm drives the decision.

    15. (c) 2009 LPS, Inc. Ranges No one always uses one strategy over the other, though we come to rely on one more often. It is best to think about continua among these four dimensions, not just simple categories.

    16. (c) 2009 LPS, Inc. Topics

    17. (c) 2009 LPS, Inc. Values Values are bedrock to our personality and ways of thinking about the nature of right and wrong. Values permeate our perspectives. Values color the lens of perception and the prioritization of what is important.

    18. (c) 2009 LPS, Inc. Values These information and evaluation strategies coalesce when prioritizing ethical values. The five values that are recognized world-wide as fundamental are: Justice, or fair play Self-Determination, or autonomy Fidelity to evidence Constructive Action, or Beneficence Harm Avoidance, or Non-Maleficence

    19. (c) 2009 LPS, Inc. Values as Driver of Action

    20. (c) 2009 LPS, Inc. Topics

    21. (c) 2009 LPS, Inc. Assessment Administration To get your most useful results, make sure to follow these instructions: Assume you are involved in each of the twenty-five situations. Think about what you would initially do in each situation. Using a 1 to 5 rating system, rank order EACH action you think most closely describes what behavior you would use. Give only one ranking for each choice. No ties. Rank order in terms of what you think you would do, not what you should do. This is not timed. Work quickly through the situations.

    22. (c) 2009 LPS, Inc. Example Your boss shares confidential company information with you and some of your peers at an off-site party. You would: __4__confront your boss about violating the law. __1__tell the boss that youll not act on the suggestion __5__tell the boss that you will have to report him to the company attorney __3__ask the boss and peers to remember that acting on this information is not good for the company. __2__tell the boss that youll hope he doesnt repeat this again and tell him he needs to talk to his boss about what happended

    23. (c) 2009 LPS, Inc. Score Log Sheet

    24. (c) 2009 LPS, Inc. Plot Matrix The Plot Matrix shows your raw scores for each of the five strategy categories. Simply transfer the column totals from your Score Log Sheet to the appropriate cell.

    25. (c) 2009 LPS, Inc. The Range Matrix shows your degree of use and flexibility with each of the five strategy categories. Simply transfer the column totals from your Score Log Sheet to the appropriate cell.

    26. (c) 2009 LPS, Inc. Considerations Consider how your votes are cast across the five decision strategies. What might this say about how strongly you rely on one strategy over another? Are there times when a strategy is overused or underused? Consider the range of use. What might this say about your flexibility among these strategies?

    27. (c) 2009 LPS, Inc. Decision Drivers Use different color pens or pencils to illustrate how much each of the five strategies received part of the overall point total.

    28. (c) 2009 LPS, Inc. Considerations Consider how much one strategy may account for the total number of points available in the assessment. This provides an indication of the magnitude of one strategy over another.

    29. (c) 2009 LPS, Inc. Relationship Response Matrix The Relationship Response Matrix provides you with an opportunity to see if your responses vary by situation. Do you select one strategy over another when dealing with your boss, your peers, your direct reports, or others? Does this suggest a difference in priorities? Is self-interest the differentiator? Relativity in behavior responses? How do these differences work for you?

    30. (c) 2009 LPS, Inc. Five Strategies

    31. (c) 2009 LPS, Inc. Strategy Descriptions Read the strategy descriptions and underline all those aspects you confirm as descriptive of you and [bracket] those you rarely use in each of the five strategies. What might be over-used and under-used in your decision strategies?

    32. (c) 2009 LPS, Inc. Some Facts Across all studies of manager and leader effectiveness, learning agility is the single best predictor of performance. Across most studies of manager and leader failure, a misalignment or a lack of flexibility in responding to situations reflects poor self-management.

    33. (c) 2009 LPS, Inc. Learning Potential

    34. (c) 2009 LPS, Inc. Applications

    35. (c) 2009 LPS, Inc. Questions ? Contact the publisher of the Ethical Decision Strategies Inventory at: info@leadership-systems.com Or call at: 336-774-0330

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