Ethical Decision Making

Group-III Khatri Ravi Vikas Nishal Siddharth Narottam Verma Satyajit

Introduction
Ethics : The principles of right and wrong or moral values that are accepted by individual or a social group. Ethical Decision Making : Ethical values/issues are given more priority than personal and professional issues. But decision is taken keeping every issue balanced.

Ethical Decisions
Part of everyday decision making. Requires Ethical Reasoning, a formal process of analyzing the basis for moral judgments of ethics conflicts/uncertainty. While making ethical decisions, it is important to have clear and accurate information about the relevant laws.

Law and Ethics

Slightly different terms. Law is one expression of shared values in society & it is important to obey law. Law has ethics content but as minimal expectation of obligations to others. Ethics strives to inspire the best professional behavior but law demands only basic minimum.

Ethical Dilemma
case-1
A freak accident occurs at a chemical factory with a previously exemplary safety record, and a man dies. An investigation into the causes of the accident recommends measures to prevent similar accidents happening in the future. However these changes would be prohibitively expensive to implement. The CEO faces the choice of closing down the plant with the loss of hundreds of jobs, or allowing the plant to continue with changes in procedure which reduce the risk but do not eliminate it entirely.

Continued
Case 1 is an example of incommensurable outcomes. We are asked to determine the value of eliminating a small but significant risk of injury or death versus the value of continuing to provide employment.

Ethical Dilemma
case-2
An investigative reporter gets whiff of a story about corruption in a blue chip corporation concerning a board member who accepted a free holiday from a company negotiating a multi-million pound land deal. The Chairman has already spoken to the board member concerned, who immediately offered his resignation. Luckily, the deal has not been finalised and no harm has been done. On the telephone the reporter asks the Chairman if there is any truth in the rumour. An admission will send share prices tumbling. The chairman can admit the truth, or give an innocuous 7 explanation designed to throw the reporter off the scent a 'white lie'.

Continued
Case 2 is an example of a clash between principles and consequences. As a matter of moral principle, it is always wrong to tell a lie. However, in real life there comes a point where the price of telling the truth is one that we are not prepared to pay.

Ethical Dilemma
case-3
A human resources manager at a laboratory equipment manufacturer is faced with a difficult decision regarding one of the more senior members of the workforce. Only two years away from retirement, the man works with great care and dedication but his work rate has declined to the point where other workers are beginning to complain. Loyalty to the company dictates that the manager makes the best decision in the company's interests, and let the man go. An alternative, more humane course of action would be to move him to a section where his lack of productivity will be less likely to be noticed.

Continued
Case 3 is an example of a dilemma which arises as a result of a conflict of roles.

Process of Ethical Decision Making

1) State problem. For example, "there's something about this decision that makes me uncomfortable" or "do I have a conflict of interest?". 2) Check facts. Many problems disappear upon closer examination of situation, while others change radically. 3) Identify relevant factors. For example, persons involved, laws, professional code, other practical constraints ( e.g. under $200).

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4) Develop list of options. Be imaginative, try to avoid "dilemma"; not "yes" or" no" but whom to go to, what to say. 5) Test options. Use such tests as the following: harm test: Does this option do less harm than alternatives? publicity test: Would I want my choice of this option published in the newspaper? defensibility test: Could I defend choice of option before congressional committee or committee of peers?

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reversibility test: Would I still think choice of this option good if I were adversely affected by it? colleague test: What do my colleagues say when I describe my problem and suggest this option is my solution? professional test: What might my profession's governing body for ethics committee say about this option? organization test: What does the company's ethics officer or legal counsel say about this?

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6) Make a choice based on steps 1-5. 7) Review steps 1-6. What could you do to make it less likely that you would have to make such a decision again? Are there any cautions you can take as an individual ( and announce your policy on question, job change, etc.)? Is there any way to have more support next time? Is there any way to change the organization ( for example, suggest policy change at next departmental meeting)?

Conclusion
Ethical values are a part of everyday decision making, whether they occur in small practices or critical issues. But sometimes value conflicts arise, and need to be resolved before a plan of care can go forward. It is important for administrators and professionals to be able to identify ethics issues and work to resolve them. Using a deliberative process to address ethics conflicts, such as the one I have proposed, can be a useful tool to ensure that there is good reasoning and thoughtful consideration of all competing values.