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Managing and Leading Ethical Decision Making in Creating the Well-Living Workplace (Focus)
Ethics is at the forefront of all relationships when managing and leading staff. Through everyday interactions ethical decision-making guides behavior.
Also, how you acquire, serve and retain customers involves ethics. Their willingness to work with you is driven by your ethical decision-making re: customer experience. Equally important, determining whether you retain a client is guided by the client’s ethical behavior.
And your willingness to stick with ethics when the person is not present is a true test of your ethical resolve.
In today’s workplace, ethical decision-making is at the heart of leadership and management. On reflection, over the past few months, where have you been challenged in your ethical decision making?
In today’s workplace where judgment is passed in the court of social media, it is wise that you upgrade your moral compass to an ethical gyrocompass.
Ethics is about what “we” collectively value in our relationships with each other. The ethic “we” identifies considers the best of what it means to be human together. Therefore, you can say: “I am a moral person and I act ethically with others.”
Ethics is a guide that “we” agree on as to how I will behave with you and how you will behave with me. Morals are what we believe personally, guide our action towards ethics and exist down to our skin. What we value with others through our action, from our skin outside, is ethics.
Ethics guides consideration of personal/collective motivation regarding ideas of right and wrong re: actions that are legal, moral and helpful or actions that are illegal, immoral and/or harmful.
They guide the interpretation of a situation from the perspectives of ethical dilemmas like those identified later.
An ethical dilemma is a situation in which making a decision involves the choice between two or more ethical courses of action. Examples of each dilemma are shared.
1. Between right and wrong. E.g., a customer has not paid their bill for six months or A staff member arrived late and left early
2. Between two rights. E.g., Deciding between two new customers – which one to add first or Hire one new staff member – decide between two qualified candidates
3. Between two unacceptable alternatives. For example, contracts required to meet financial requirements are available from two new sources: a cigarette company and a weapons distribution factory. or Low cash flow means that two out of four staff of similar qualifications and performance levels have to be made redundant
4. Conflict of Interest. E.g., a new customer said disparaging things about a vendor you support or One of your current employees bought shares in a competitor, in another country where you work
5. Hospitality re: welcoming those who are about to arrive and how to help their engagement. E.g., Onboarding new customers from different national cultures or Through M&A, you reassign existing staff while hiring new staff
Ethical Decision Making
Within your workplace, “Which of the five ethical dilemmas arose for you?” And further,
1. What is the situation about in the words of the people involved?
2. Which of these six ethical values is affected by the dilemma – accountability, caring, community, justice, respect and trustworthiness?
3. What options are available to address the dilemma in light of the core ethical value identified in #2?
4. Which priority option seems feasible?
5. What outcome is likely after action?
In framing your answers to these questions – and before you act on your decision – can you describe and explain the dilemma, the ethical value involved and your decision-making path to the desired outcome to a twelve-year-old? More importantly, would the twelve-year-old understand and agree to your proposed course of action?
If so – you would seem to be on your way.
If not, go back and ask the questions again.
Ethical Decision Making and Your Well-Being Workplace
Consider the following insights for improving, focusing and strengthening ethical decision-making in your work organization.
As long as you establish and maintain a workplace where people work well together (that is, create the good-life workplace) your allocation of time, effort and money to support “good to great” work means excellence and ethics meet.
A well-lived workplace allows full expression of what is best in people, as they articulate clear goals, receive immediate feedback, and take on tough challenges. In their contribution, they seek genuine alignment.
Compromise ethical decision-making, authenticity and alignment diverge.
In addition, the good life workplace involves working according to belief, code of ethics, statements of business principles that connect the organization with its clients and customers. The belief serves as a constant reminder to those involved, to be ethically responsible and accountable through daily business and social decisions.
Compromise to ethical decision making, brand loyalty wavers, customers move on.
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