ETHICAL DECISION MAKING MR CALKINS SPRING 2008 ETHICAL

ETHICAL DECISION MAKING MR. CALKINS SPRING 2008

ETHICAL DECISION MAKING l OBEDIENCE TO AUTHORITY—there are many factors why subordinates have fallen victim to wrongdoing or make ill fated decision when it comes to ethics. l 1) Employees who want to impress their boss l 2) Don’t want to fall out of the norm l 3) It seems like everyone else is following suit l 4) Peer pressure is such that to keep just must follow. l 5) Resistance is taken care of moderately by slow doses of implementation.

ETHICAL DECISION MAKING l CONFORMITY BIAS– in our lives as we pursue goals and set standards of success for ourselves we ultimately may fall victim to how others perform in the workplace. How we view and work with others in our environment definitely effects how we work and act.

ETHICAL DECISION MAKING CONFORMITY BIAS 1) 2) 3) 4) 5) How do people act/behave amongst us. Implementation of the he-said syndrome. As we observes others actions we draw tendencies and conclusions. Become accustomed to the “company” way of doing things. Peer persuasion from inexperience.

ETHICAL DECISION MAKING l INCREMENTALISM– is having bits and pieces of something or a theory given to us in small doses. Proper ethical decisions can be skewed by moderate strays from the normal (moral right) accepted philosophy.

ETHICAL DECISION MAKING INCREMENTALISM 1) Small steps that take place over time to change behavior or influence. 2) Grooming a subordinate to do something in a way by using the “team” philosophy. 3) Selling a product with little twists and turns of fact and proof. 4) Practices of cutbacks minor as they may be but impactful over time.

ETHICAL DECISION MAKING l GROUPTHINK– ideas produced by putting many heads together. A so-called meeting of the minds in which decision and methodology of thinking may be changed or persuaded.

ETHICAL DECISION MAKING GROUPTHINK 1) A process where 3 or more are involved in making decisions or change standard practice. 2) Introducing “outside the box” ideas and the use of panels to persuade. 3) Anytime independent thought is discouraged. 4) Groups under this task assume to believe their work and thought processes are okay/legal.

ETHICAL DECISION MAKING l OVEROPTIMISM– a thought process where optimism is so strong that values, ideas, right/wrong become wavered or skewed. This can be something that affects even the most sound thinkers and decision makers.

ETHICAL DECISION MAKING OVEROPTIMISM 1) 2) 3) 4) Many times is overlooked in relationships and marriages. Although many times there is evidence and research to the contrary our optimism will change our rational thought. In many corporate fraud cases officers were irrationally optimistic and not necessarily knowingly being fraudulent. One’s belief that they so much want something to come true they believe it to be even when proven otherwise.

ETHICAL DECISION MAKING OVERCONFIDENCE—one becomes overconfident due to being so overly optimistic about a thing or event.

ETHICAL DECISION MAKING 1) 2) 3) OVERCONFIDENCE One’s belief in themselves to perform may cause unrealistic expectations. Values and way of thinking will be altered in a negative way to see that their vision succeeds. Moral compasses (personal values) are affected due to the way we want/wish for something to fall in to place.

ETHICAL DECISION MAKING SELF SERVING BIAS—these are decisions and persuasion made solely for the gain of the person/group involved in the process. Simply stated people do and act so they gain something without regard to the consequence of others.

ETHICAL DECISION MAKING SELF-SERVING BIAS 1) 2) 3) Ways of gaining information with utter disregard of others wants/needs. A speech writer will convey a message that an unassuming speaker may not necessarily agree with IF not researched. Data and information obtained and gained is done solely with their interests in mind.

ETHICAL DECISION MAKING FRAMING—these are decisions and persuasion by focusing on groups of people and beliefs. The almighty dollar is the core basis of creating an interest in the philosophy at hand.

ETHICAL DECISION MAKING FRAMING 1) 2) 3) 4) Decisions decided in terms of loss/gain. Influence purchases based on a demographic, religious belief, and culture. Actions that are made primarily with price in mind. A form of group think that pulls others in gradually in to the process by categorizing.

ETHICAL DECISION MAKING DEBIASING—are theories used to neutralize or eliminate a way of thinking.

ETHICAL DECISION MAKING DEBIASING 1) 2) 3) 4) Decision makers need to be informed of cognitive biases they face. The decision maker must be motivated to correct stated bias. Decision makers must be aware of the negative magnitude of their biases. A decision maker must be able to adjust the response accordingly.

ETHICAL DECISION MAKING