Dreilinger and Rice, "Ethical Decision Making in Business"

SOURCE FOR THE PROCEDURE

THE PROCEDURE ITSELF

1. Identify desired outcome for the entire situation.
   1. What exactly are you trying to accomplish?
   2. In addition to the problem having been solved, what else should or should not occur?
   3. What is the ideal outcome?
   4. What outcomes might you be willing to "settle for"?
2. Define the problem.
   1. What were the antecedents of the problem?
   2. What is the environment of the problem?
   3. When and where does this problem occur?
   4. Is this a short-term problem that can be solved quickly or a long-term problem requiring sustained effort?
   5. What created or is causing the problem?
   6. Who is generating or exacerbating the problem?
   7. Whom does the problem affect?
3. Examine difficulties and obstacles.
   1. Are the facts of the situation unclear or incomplete?
   2. Are the words used to describe the problem "loaded"?
   3. Do subjectivity and personal perceptions create barriers to objectivity?
   4. Do emotions get in the way of logic?
   5. Do conditions preclude obtaining the required knowledge?
   6. Do conditions preclude exercising the required freedom?
   7. Do conditions preclude the possibility of action?
4. Brainstorm to generate as many alternative solutions as possible.
5. Select best solution from among these alternatives.
   1. Decide on goals.
      • Identify the goals of the organization and set priorities among these goals.
      • Identify the goals of stakeholders and set priorities among these goals.
      • Select high-priority goals and ensure that they are compatible (not mutually exclusive, not in conflict).
   2. Settle on methods for accomplishing these goals.
      • Select methods that are acceptable to stakeholders, that do not violate their values.
      • Select methods that satisfy or maximize the chosen goals.
      • Select essential methods, excluding those that are incidental or extraneous.
   3. Examine your motivation.
      • Are your motives hidden or evident?
      • Are your motives shared or selfish?
      • Do your motives reflect your values and the values of the organization?
   4. Examine all the imaginable repercussions of the courses of action you are contemplating.
   5. Examine possible actions from the perspective of each stakeholder.
      • Choose actions that create the most favorable cost/benefit ratio for each stakeholder.
      • Choose actions that best respect the rights of each stakeholder and ensure that they are treated fairly.
      • Choose actions that satisfy obligations you have to each stakeholder.
   6. If these choices result in divergent courses of action, determine which should take precedence over the others.
   7. Delineate the specific steps that will be required to put the solution you have selected into action.
      • For each step, define the specific indicators you will use to determine whether the step is succeeding or failing.
      • Develop general criteria you will use to decide whether to continue, modify, or abandon your effort.
6. Identify likely reactions to, and rewards for, your solution.

WALT'S CHECKLIST

• This method is most useful when the DECISION-MAKER ...
  • can tolerate ambiguity, complexity or conflict [step 3]
  • has keen insight into human motivation [step 5c]
  • has plenty of time for investigation and analysis [step 4]
  • is skilled in causal or consequential reasoning [steps 5e, 5g and 6]
  • is skilled in conflict- or dilemma-resolution methods [steps 5a and 5f]
  • is skilled in the application of general ethical principles to specific cases [step 5e]
• This method is most useful when STAKEHOLDERS ...
  • share ethical codes or policies [step 5e]
  • share values [step 5b]

Index