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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 the ethical guidelines for decision-making behavior.
Also, how you acquire, serve and retain clients involves behavior. Their willingness to work with you is guided by your ethical decision-making re: customer experience. Equally important, to determine if you are keeping a client is guided by the client’s ethical behavior.
And your willingness to remain ethical, in the absence of the person, is a true litmus test of your ethical decision-making.
In today’s workplace, ethical decision making is at the core of leadership and management. In reflection, in 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, you would be wise to upgrade your moral compass to an ethical gyrocompass.
Ethics defined
Ethics is about what ‘we’ collectively value in our relationships with one another. The ethics that ‘we’ identify with consider the best of what it means to be human. So, you can say, “I am a moral person and I act ethically towards others.”
Ethics is a guideline that ‘we’ agree on how I should treat you and how you should treat me. Morality is what we believe to be personal, guides our action towards ethics and is in our skin. What we value others through our action, from our skin, is behavior.
Ethics guide the consideration of personal/collective motivations for 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 behavioral problems as identified next.
Ethical Dilemmas
An ethical dilemma is a situation where making a decision involves choosing between two or more ethical courses of action. Examples of each problem are shared.
1. Between right and wrong. For example, the Client has not paid their invoice for six months or The staff member arrived late and left early
2. Between two rights. For example, Decide between two new clients – who to add first or Hire a new employee – decide between two qualified candidates
3. Between two unacceptable alternatives. For example, the contracts needed to fulfill the financial requirements are available from two new sources: a cigarette company and an arms distribution factory. or Low cash flow means that two out of four staff with similar qualifications and performance levels must be eliminated.
4. Conflict of Interest. For example, a New client says bad things about a vendor you support or One of your current employees has bought a share of a competitor, in another country where you work
5. Hospitality re: welcoming those who are about to arrive and how to help their engagement. For example, Onboarding new clients from different national cultures or Through an M&A, you reassign existing staff while hiring new staff
Ethical Decision Making
Within your workplace, “Which of the five behavioral problems have arisen for you?” And furthermore,
1. What is the status of the words of those involved?
2. Which of these six ethical values are affected by the dilemma – accountability, caring, community, fairness, respect and trustworthiness?
3. What options are available to deal with the problem in light of the core ethical value identified in #2?
4. Which priority option seems possible?
5. What is the likely outcome of action?
To frame your answers to these questions – and before you act on your decision – can you describe and explain the problem, the affected behavior and your decision path to the desired outcome in one are you twelve years old? More importantly, will the twelve year old understand and agree with your proposed course of action?
If yes – looks like you’re on the right track.
If not, go back and ask the questions again.
Ethical Decision Making and Your Well-Being Workplace
Consider the following insights about developing, focusing and strengthening ethical decision-making in your work organization.
As you establish and maintain a workplace where people work well together (that is, creating a good workplace) you spend time, effort and money in support of ‘well-to-do’ good’ work, meaning that excellence and ethics meet.
A good workplace allows the full expression of what is best in people as they articulate clear goals, receive immediate feedback and embrace stretching challenges. In their contribution, they seek true alignment.
Compromise ethical decision making, reliability and alignment.
In addition, a good living workplace includes working according to a credo, a code of conduct, statements of business principles that link the organization to its clients and customers. The credo serves as a constant reminder to those involved, to be ethically responsible and responsible through daily business and social decisions.
Compromise ethical decision making, brand loyalty fails, customers move on.
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