| iv id="body"> | | | | 4. Construct an accurate picture. |
| Most people experience pressures to achieve goals; | | | | An ethics committee first needs to establish the facts |
| and different people respond differently. Some may | | | | that lead to a clear understanding of the situation. |
| even resort to unethical conduct that, over time, is likely | | | | Some of the questions to be considered at this stage |
| to affect both the individual and the organization | | | | would include:o Do we have a problem-a genuine |
| adversely. As a result, you may have an ethical crisis | | | | crisis?o What is the problem?o What are the known |
| to deal with. Because in most organizations the | | | | facts?o What has caused this situation to arise?o |
| approach to ethics is usually crisis-driven, it is | | | | Who are the stakeholders involved?o What options |
| appropriate to be prepared for such an event. Here | | | | are available to us in dealing with the problem? |
| are some important considerations... | | | | 5. Adopt an organizational perspective. |
| 1. Adhere to established management practices. | | | | Identify which of the organization's ethical principles or |
| To put a positive spin on a negative situation, an ethical | | | | codes of ethical conduct have been breached. The |
| crisis within your organization provides a great | | | | ability to take this action illustrates the importance of |
| opportunity to demonstrate your managerial capabilities. | | | | ensuring that the organization's code of ethical conduct |
| Ensure that you:o Act immediately. Management is all | | | | is a practical document. Having made clear the |
| about action and implementation-getting things done. | | | | organization's position, the committee needs to ask the |
| Although staff under pressure may not fully | | | | following questions:o Is additional information required |
| understand the implications of inappropriate and hasty | | | | before a decision can be made about the particular |
| actions, inaction on your part can never be excused in | | | | behavior?o What would happen if we did nothing?o |
| relation to behavior that breaches the organization's | | | | Are there loyalties that may be threatened?o Are |
| code of ethical conduct.o Provide support. You need | | | | there other people who need to be involved in making |
| to be sensitive to individuals' needs, and to shape, | | | | a decision to act? |
| direct, and focus them for the benefit of the group as | | | | 6. Deliberate prior to making any decision. |
| a whole.o Show leadership. Your exemplary behavior | | | | Decisions on ethical issues should not be made as |
| will demonstrate that to be ethical is to focus on the | | | | knee-jerk reactions. You may, for example, consider |
| cultural goals of the corporation as well as the | | | | applying a worst-case scenario as a tool to help the |
| business goals. | | | | committee choose between competing options. The |
| 2. Keep the crisis in context. | | | | committee might ask whether a report of the crisis |
| Ethical dilemmas are an ongoing struggle for struggle | | | | would be likely to be reported on the front page of |
| for organizations everywhere. First, in any crisis, ensure | | | | your major daily newspaper. If so, what would the |
| that the event constitutes a genuine ethical crisis. A | | | | public response be?What actions, therefore, should |
| perceived crisis could involve resolving a conflict, | | | | apply? When the issue of broader community concern |
| clarifying ambiguities, dealing with stress, or managing | | | | has been addressed, consider these questions:o |
| problems associated with ongoing change. Genuine | | | | Should the problem be discussed with the affected |
| ethical crises are most often associated with far more | | | | parties before a decision is made?o How sensitively |
| stressful ethical predicaments-too-good-to-be-missed | | | | should the situation be handled to prevent or minimize |
| opportunities, super ordinate goals, and other | | | | harm to stakeholders while at the same time upholding |
| adrenaline-raising activities-or ambiguous situations such | | | | the organization's values and arriving at a workable |
| as indiscriminate use of sick leave or disregard by | | | | and acceptable situation?o Is the committee confident |
| management for workplace safety. Dealing with the | | | | that the position adopted will be valid over a long |
| ethical dilemmas stemming from these situations is the | | | | period?o How can we ensure that such a situation will |
| real challenge. | | | | not arise again? |
| 3. Adopt a mechanism for dealing with crises. | | | | 7. Implement a plan of action. |
| Establish a group within the organization with | | | | When the decision has been made, the committee |
| responsibility for dealing with ethical crises. This ethics | | | | should compile, implement, and monitor an action plan |
| committee, representing all groups within the | | | | including details of how to inform all those who need to |
| organization, is a much better alternative than having | | | | know the outcome of the investigation. That list could |
| one person try to deal with such dilemmas. The | | | | include the boss, the board, some or all employees, |
| committee structure would also allow staff to raise | | | | affected families, and the broader community. |
| concerns without fear of recrimination. | | | | |