essay on ethical decision making

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Essay about Ethical Decision Making

Ethical decision-making is the process of choosing between various options, where the choices are guided by ethical principles and values. This essay explores the foundational rules of ethical decision-making, the possible and ideal ground rules, the implications of such decisions, and the application of a personal ethical framework to a difficult decision in my life. We will delve into the significance of ethics in decision-making processes and speculate on potential improvements for the future.

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What are the ground rules, what are the ethical implications of the decision, professional and public perception, legal and environmental consequences, integrity and self-worth, empathy as a guiding principle, the imperative of respect, pursuit of fairness and justice, ethical integrity in practice, applying a different decision-making process in the future, sample of an outline for essay on ethical decision making.

Ground rules in ethical decision-making are the basic principles that guide our actions and judgments. These principles form the moral bedrock upon which we build our choices, and they are essential in establishing a sense of trust and order within society. Honesty demands that we adhere to the truth and present information in a clear and unambiguous manner. Integrity compels us to maintain our moral convictions consistently, even when faced with personal or professional challenges. Fairness requires that we distribute benefits and burdens equitably, recognizing the inherent dignity and rights of all individuals. Respect is about acknowledging the worth of every person and their viewpoints, ensuring that we treat others as we would wish to be treated. Lastly, responsibility involves recognizing the impact of our actions on others and the environment, obliging us to take accountability for the outcomes we create.

Every decision has ethical implications that can significantly impact individuals, communities, and the environment. Ethical decisions can enhance or harm reputations, influence public perception, and either build or erode trust. They can also have legal consequences and affect one's sense of self-worth and integrity.

Every decision has ethical implications that can significantly impact individuals and communities. Ethical decisions have the potential to affirm personal rights and well-being or, conversely, compromise them. They shape not only immediate personal outcomes but also influence the broader social fabric. The ripple effects of these decisions can foster trust and social cohesion or lead to discord and a decline in communal trust.

In the professional sphere, the ethical implications of a decision can enhance or harm reputations. They shape public perception and have the potential to either build a reputation for integrity or erode it. This is particularly critical in an era where information is rapidly disseminated, and public opinion is swiftly formed.

Decisions carry legal consequences and have a direct bearing on one's adherence to societal rules and regulations. Moreover, they can have a profound environmental impact, contributing either to the sustainability of our planet or to ecological challenges.

At the core of the ethical implications is the concept of integrity. Decisions that are made with ethical consideration reinforce one's sense of self-worth and integrity. They contribute to an internal sense of moral alignment, which is integral to personal identity and self-esteem. Conversely, unethical decisions can lead to an internal moral conflict and undermine one's self-regard.

Central to my ethical stance is empathy, a deliberate practice that enables me to comprehend and consider the impact of my actions on others. It transcends emotional reaction, fostering a deeper connection with those around me and ensuring a compassionate approach to decision-making.

Respect is imperative in my code of ethics. Treating individuals with dignity, honoring their autonomy, and valuing their worth are acts of engagement that form the respectful approach I uphold in my interactions.

Fairness and justice are the scales on which I weigh my actions, seeking equity and righteousness beyond the confines of law. They demand personal accountability and a dedication to an equitable application of ethical standards.

In essence, my ethical framework is about integrity. It is a living philosophy, protective and introspective, requiring continuous self-honesty and an open-minded pursuit of knowledge. It shapes not just my decisions, but my aspiration to contribute positively to the world, affirming a commitment to growth and ethical living.

In anticipation of future ethical dilemmas, I'm resolved to augment my decision-making process by weaving in principles of virtue ethics to highlight moral character, alongside the practical wisdom of pragmatism. This enriched approach promises a more comprehensive consideration of the nuances of right action, fostering decisions that not only resolve dilemmas but also contribute to personal and societal moral growth.

A structured outline for an essay on ethical decision-making might include:

• Introduction to ethical decision-making
• Exploration of current and potential ground rules
• Discussion on ideal ethical ground rules
• Examination of the implications of ethical decisions
• Presentation of a personal ethical framework
• Reflection on a difficult ethical decision
• Application and assessment of the personal ethical framework
• Consideration of diverse decision-making processes
• Conclusion summarizing the key points

In conclusion, ethical decision-making is an essential aspect of human interaction and society. Establishing ground rules, understanding their implications, and applying a personal ethical framework are key to navigating complex moral landscapes. As we grow and learn, our ethical decision-making processes must also evolve, adopting a more inclusive and reflective approach to ensure decisions are fair, just, and beneficial for all involved.

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How Do We Make Ethical Decisions? An Essay

Rest’s Model of Ethical Behavior

How do we make ethical decisions? James Rest [1] , a well-known cognitive-developmental researcher, developed a model of ethical behavior that is based on the presumption that there are four steps in moral development that lead to ethical action. Rest asserted that ethical actions are not the outcome of a single, unitary decision process, but result from a combination of cognitive structures and psychological processes. The four-component model describes the cognitive processes that individuals use in ethical decision making; that is, it depicts how an individual first identifies an ethical dilemma and then continues by applying moral judgment, engage moral motivation, and act ethically to carry out moral intent with moral action. Each component of the model must be present before the moral action will be undertaken.

Rest built his four-component model by working backward. He started with the end product -- to take ethical action -- and then determined the steps that produce such behavior. He concluded that ethical action is the result of four psychological processes: (1) moral sensitivity (recognition), (2) moral judgment (reasoning), (3) moral focus (motivation), and (4) moral character (action).

Moral Sensitivity

The first step in moral behavior requires that the individual interpret the situation as moral. The simplest way is to apply The Golden Rule. In other words, whenever your actions affect others moral issues exist. Absent the ability to recognize that one’s actions affect the welfare of others, it would be virtually impossible to make the most ethical decision when faced with a moral dilemma. A useful perspective is to identify the stakeholders – internal and external parties – and how they could be affected by your action. 

An individual’s ethical cognition of what “ideally” ought to be done to resolve an ethical dilemma is called prescriptive reasoning. The outcome of ethical reasoning is the ability to make an ethical judgment of the ideal solution to an ethical dilemma. Once a person is aware of possible lines of action and how people would be affected by the alternatives, a process aided by the philosophical reasoning methods, a judgment must be made about which course of action is more morally justifiable (which alternative provides the best outcomes/respects the rights of others/gives each person what they deserve). 

Moral Focus

After concluding what course of action is best, decision makers must be focused on taking the moral action and following through with ethical behavior. Absent ethical intent or the motivation to take the next step, ethical decision-making is not likely to occur. It’s one thing to know what moral reasoning methods direct a person to do, it’s quite another to do it. An individual’s ethical motivation influences his/her intention to comply or not comply with ethical judgment in the resolution of an ethical dilemma.

Moral Action

Individuals do not always behave in accordance with their ethical intention. An individual’s intention to act ethically and his/her ethical actions may not be aligned because of pressures or biases that influence decision making. Individuals with strong ethical character will be more likely to carry out their ethical intentions with ethical action than individuals with a weak ethical character because they are better able to withstand pressures from those within an organization. For example, imagine considering blowing the whistle on your superior who stole money from the organization. The internal pressure is likely to create significant conflict between what you know the right thing to do is and actually doing it.

Cognitive Dissonance

One limitation of the philosophical reasoning methods is how we think we should behave is different from how we decide to behave. This creates a problem of cognitive dissonance , a term first coined by Leon Festinger in 1956 [2] . The inconsistency between our thoughts, beliefs, or attitudes and our behavior creates the need to resolve contradictory or conflicting beliefs, values, and perceptions. We either adjust our beliefs to fit our behavior, which is not the desired outcome, or we change our behavior to fit our beliefs, the normal and preferred relationship. A strong set of ethical values provides the inner strength to act in accordance with our beliefs in the face of conflicting pressures. We need moral courage to inform higher-ups about our superior’s unethical action – at least we should try to right the wrong.

The four components of Rest’s model are processes that must take place for moral behavior to occur. Rest does not offer the framework as a linear decision-making model, suggesting instead that the components interact through a complicated sequence of “feed-back” and “feed-forward” loops. An individual who demonstrates adequacy in one component may not necessarily be adequate in another, and moral failure can occur when there is a deficiency in any one component. For example, an individual who knows the superior’s action was wrong (moral focus) may not have the requisite moral reasoning skills (judgment) to do what is necessary. [3]

Ethical decision making is the heart of being an ethical person. It doesn’t come intuitively for most people, which is why a model such as Rest’s is so important. It provides a roadway to get from identifying an ethical issue to taking ethical action. All readers serious about being an ethical person can benefit from studying his model.

Blog posted by Steven Mintz, aka Ethics Sage, on October 23, 2018. Visit Steve’s website and sign up for his newsletter. Follow him on Facebook and “Like” his page.

[1] James R. Rest. Moral Development: Advances in Research and Theory.

[2] Leon Festinger,  A Theory of Cognitive Dissonance  (Evanston, IL: Row & Peterson, 1957).

[3] Steven Dellaportas, Beverly Jackling, Philomena Leung, Barry J. Cooper, “Developing an Ethics Education Framework for Accounting,”  Journal of Business Ethics Education , 8, no.1 (2011), pp. 63–82.  

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Ethical decision making

• December 2020
• In book: Ethics Training for Managers (pp.16-32)

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Ethical Decision-Making

Introduction.

Decision-making is an essential aspect of people’s daily lives because it helps them to confront situations and get the best solutions to problems. When people encounter the term decision-making, their minds immediately go to the decision-making process in the workplace. However, they fail to realize that they make decisions such as which route to take to work or which type of food to eat every day, even without noticing. Every decision has consequences, although the severity varies. For example, if a person decides to quit their work without an alternative, they may experience severe consequences such as losing their home and not being able to take care of their families. It is also essential for people to make ethical decisions. According to Bauer & Erdogan (2009), just because a decision is legal does not make it ethical. This paper will describe my model of making decisions ethically.

My Model of Making Decisions Ethically

My decision-making model depends on the situation at hand. The first way I make decisions is by doing what is right according to my understanding of what is right and wrong. For example, I had a friend in high school who betrayed me and disclosed a secret that I had told them in private, and that news made me the topic of discussion for several days. In return for spreading my secret, my friend became friends with some popular students. I was so angry, and I wanted to reveal some of my friend’s secrets that would destroy him more than he did to me. However, after some thinking, I decided not to reveal his secrets but instead do the right thing because revealing the secrets would have had severe consequences on my friend. Making that decision made me feel good about myself more than I could have felt if I had revealed the secret and destroyed my friend’s life. According to Bauer & Erdogan (2009), asking oneself how one will feel after making the decision is one way to determine whether the decision is ethical. I knew I would not feel good about myself if I destroyed my friend’s life or led him to hurt himself. In situations of crisis or conflict, I tend to make my decision according to what I believe is right based on my understanding of right and wrong from my religion and my knowledge of the concept over the years. I have boundaries I cannot cross, and no matter how angry I feel, I try to restrain myself and lean toward the good even if my alternative does not mean me breaking the law.

The next way I make my decisions is by determining my alternative solutions and analyzing their pros and cons. I use this decision model when making major decisions regarding my life. For example, when I was choosing the college I wanted to attend and what I wanted to study. I looked at different colleges and courses, analyzed them, and chose the course that I was most passionate about. Making significant decisions in my life can be challenging in some instances. In some situations, I take so much time comparing the alternatives’ pros and cons, and sometimes there is no clear picture of the solution that will provide the best results, and one needs to risk. However, my greatest weakness in decision-making is risk-taking because I always want to ensure that the decision I make does not lead to failure. For example, years back, I wanted to start a business, and I put my alternatives on the table. However, it took me so much time to compare the alternatives that it scared me, and I had to abort the plan to open a business. I am working on this weakness, and I have made progress. While using this model, I make sure that I look at the ethical dimension when analyzing the alternative to ensure that the decision I make is ethical.

Decision-making is an essential aspect of people’s everyday lives. People need to strive to make ethical decisions, and avoid only doing things because of their legality. Ignoring ethics can have severe consequences on a person. My decision-making model depends on the situation. In situations of crisis or conflict, I make decisions that are right based on my understanding of right and wrong. When making important decisions regarding my life, I identify my alternatives and analyze their pros and cons. I make sure that I consider the ethical dimension when exploring my options.

Bauer, T., & Erdogan, B. (2009). Organizational behavior (1st ed.). New York: Flat World Knowledge.

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7 Ways to Improve Your Ethical Decision-Making

• 03 Aug 2023

Effective decision-making is the cornerstone of any thriving business. According to a survey of 760 companies cited in the Harvard Business Review , decision effectiveness and financial results correlated at a 95 percent confidence level across countries, industries, and organization sizes.

Yet, making ethical decisions can be difficult in the workplace and often requires dealing with ambiguous situations.

If you want to become a more effective leader , here’s an overview of why ethical decision-making is important in business and how to be better at it.

Access your free e-book today.

The Importance of Ethical Decision-Making

Any management position involves decision-making .

“Even with formal systems in place, managers have a great deal of discretion in making decisions that affect employees,” says Harvard Business School Professor Nien-hê Hsieh in the online course Leadership, Ethics, and Corporate Accountability . “This is because many of the activities companies need to carry out are too complex to specify in advance.”

This is where ethical decision-making comes in. As a leader, your decisions influence your company’s culture, employees’ motivation and productivity, and business processes’ effectiveness.

It also impacts your organization’s reputation—in terms of how customers, partners, investors, and prospective employees perceive it—and long-term success.

With such a large portion of your company’s performance relying on your guidance, here are seven ways to improve your ethical decision-making.

1. Gain Clarity Around Personal Commitments

You may be familiar with the saying, “Know thyself.” The first step to including ethics in your decision-making process is defining your personal commitments.

To gain clarity around those, Hsieh recommends asking:

• What’s core to my identity? How do I perceive myself?
• What lines or boundaries will I not cross?
• What kind of life do I want to live?
• What type of leader do I want to be?

Once you better understand your core beliefs, values, and ideals, it’s easier to commit to ethical guidelines in the workplace. If you get stuck when making challenging decisions, revisit those questions for guidance.

2. Overcome Biases

A bias is a systematic, often unconscious inclination toward a belief, opinion, perspective, or decision. It influences how you perceive and interpret information, make judgments, and behave.

Bias is often based on:

• Personal experience
• Cultural background
• Social conditioning
• Individual preference

It exists in the workplace as well.

“Most of the time, people try to act fairly, but personal beliefs or attitudes—both conscious and subconscious—affect our ability to do so,” Hsieh says in Leadership, Ethics, and Corporate Accountability .

There are two types of bias:

• Explicit: A bias you’re aware of, such as ageism.
• Implicit: A bias that operates outside your awareness, such as cultural conditioning.

Whether explicit or implicit, you must overcome bias to make ethical, fair decisions.

Related: How to Overcome Stereotypes in Your Organization

3. Reflect on Past Decisions

The next step is reflecting on previous decisions.

“By understanding different kinds of bias and how they can show themselves in the workplace, we can reflect on past decisions, experiences, and emotions to help identify problem areas,” Hsieh says in the course.

Reflect on your decisions’ processes and the outcomes. Were they favorable? What would you do differently? Did bias affect them?

Through analyzing prior experiences, you can learn lessons that help guide your ethical decision-making.

4. Be Compassionate

Decisions requiring an ethical lens are often difficult, such as terminating an employee.

“Termination decisions are some of the hardest that managers will ever have to make,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “These decisions affect real people with whom we often work every day and who are likely to depend on their job for their livelihood.”

Such decisions require a compassionate approach. Try imagining yourself in the other person’s shoes, and think about what you would want to hear. Doing so allows you to approach decision-making with more empathy.

5. Focus on Fairness

Being “fair” in the workplace is often ambiguous, but it’s vital to ethical decision-making.

“Fairness is not only an ethical response to power asymmetries in the work environment,” Hsieh says in Leadership, Ethics, and Corporate Accountability . “Fairness–and having a successful organizational culture–can benefit the organization economically and legally as well.”

It’s particularly important to consider fairness in the context of your employees. According to Leadership, Ethics, and Corporate Accountability , operationalizing fairness in employment relationships requires:

• Legitimate expectations: Expectations stemming from a promise or regular practice that employees can anticipate and rely on.
• Procedural fairness: Concern with whether decisions are made and carried out impartially, consistently, and transparently.
• Distributive fairness: The fair allocation of opportunities, benefits, and burdens based on employees’ efforts or contributions.

Keeping these aspects of fairness in mind can be the difference between a harmonious team and an employment lawsuit. When in doubt, ask yourself: “If I or someone I loved was at the receiving end of this decision, what would I consider ‘fair’?”

6. Take an Individualized Approach

Not every employee is the same. Your relationships with team members, managers, and organizational leaders differ based on factors like context and personality types.

“Given the personal nature of employment relationships, your judgment and actions in these areas will often require adjustment according to each specific situation,” Hsieh explains in Leadership, Ethics, and Corporate Accountability .

One way to achieve this is by tailoring your decision-making based on employees’ values and beliefs. For example, if a colleague expresses concerns about a project’s environmental impact, explore eco-friendly approaches that align with their values.

Another way you can customize your ethical decision-making is by accommodating employees’ cultural differences. Doing so can foster a more inclusive work environment and boost your team’s performance .

7. Accept Feedback

Ethical decision-making is susceptible to gray areas and often met with dissent, so it’s critical to be approachable and open to feedback .

The benefits of receiving feedback include:

• Learning from mistakes.
• Having more opportunities to exhibit compassion, fairness, and transparency.
• Identifying blind spots you weren’t aware of.
• Bringing your team into the decision-making process.

While such conversations can be uncomfortable, don’t avoid them. Accepting feedback will not only make you a more effective leader but also help your employees gain a voice in the workplace.

Ethical Decision-Making Is a Continuous Learning Process

Ethical decision-making doesn’t come with right or wrong answers—it’s a continuous learning process.

“There often is no right answer, only imperfect solutions to difficult problems,” Hsieh says. “But even without a single ‘right’ answer, making thoughtful, ethical decisions can make a major difference in the lives of your employees and colleagues.”

By taking an online course, such as Leadership, Ethics, and Corporate Accountability , you can develop the frameworks and tools to make effective decisions that benefit all aspects of your business.

Ready to improve your ethical decision-making? Enroll in Leadership, Ethics, and Corporate Accountability —one of our online leadership and management courses —and download our free e-book on how to become a more effective leader.

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Ethical Decision Making: Confidentiality, Essay Example

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Introduction

The purpose of this paper is to review a case study that involves a referral of a congregant (church member) by a reverend to a therapist in which the therapist found herself faced with an ethical dilemma when all effort to get in contact with her client proved futile. In this paper, the writer will identify the ethical issues and dilemmas and select an ethical decision making model that could be employed to address the issues identified. Furthermore, the writer will clearly discuss and apply important American Association of Marriage and Family Therapy (AAMFT) and Board of Marriage and Family Therapy (BMFT) ethical codes as well as applicable Minnesota state rules and statutes as they apply to marriage and family. Finally, this writer will provide a personal reflection on her personal growth and professional development as a Marriage and Family Therapist over the period of this course.

Case Description

The case study addressed in this paper involves a reverend who had referred one of his members to a Marriage and Family Therapist (MFT) for services because the member was

going through some issues in her marriage. After receiving the information from the reverend, the church member then contacted the therapist and scheduled an appointment to meet. Prior to meeting with her prospective client, the therapist emailed pertinent forms to the church member for her review and signature. Eager to get her issues heard, the church member hastily signed the forms without taking the time to thoroughly go through the forms to learn about what services were being offered by the therapist, the terms and conditions, privacy notice or confidentiality. At her first visit with the therapist, the church member, now officially a client, failed to ask questions so the therapist proceeded with providing therapeutic counseling to her client. As sessions progressed, the therapist had to adjust some of her client’s appointment time and made several attempts to get in touch with her client and when she could not reach her, she did what she thought was in the interest of her client; she left a voice message on a voice mail which she thought was the best way to reach her client.The action of the therapist leads to her client becoming upset and subsequently discontinuing her therapy sessions with the therapist. Now, the reverend had no idea about what had transpired between the therapist and the client; so when he happened to meet the therapist, he asked about his church member and wanted to know how things were coming along in the therapy. Hence, the ethical dilemma faced by therapist.

Establishing therapeutic relationship between clients and therapists during the intake session is very crucial.

The Ethical Issues

American Association for Marriage and Family Therapy (2001) emphasized that therapists obtain appropriate informed consent and related procedures as early as feasible in the therapeutic relationship and use language that is reasonably understandable to clients. Further areas might include the benefits of counseling, the risks involved, and the possibility that the client’s case will be discussed with therapist’s colleagues or supervisors.At the beginning of the first session the therapist did not do a good job in making sure that the client understood the policies and procedures/informed consent that she received in the mail. As presented in the case, the client was so distraught that her only focus at intake was to discuss her marital issues. The question then becomes the client’s capacity to give informed consent or understanding the risk of not thoroughly reviewing the consent forms.  It is incumbent on the therapist to educate the client about her rights and responsibilities which can empower and build a trusting relationship. According to the Board of Marriage and Family Therapy Code of Ethics (2009), 148B subpart 5 the therapist’s role is to make sure that every paper is clearly explained and signed.

Kitchener’s (1989), model of ethical decision making describe four type of model that could be used in counseling. However, for the purpose of this paper, “non-maleficence” decision-making model would best fit the situation in the case study. Kitchener’s non-maleficence model states that the therapist’s focused is to avoid any action that could cause harm to the client. In relating it to this case, the therapist had already unknowingly and unintentionally harmed her client by leaving a message on the voice mail that was accessed by a coworker, thereby putting the client at a potential risk of breach of confidentiality. According to the case study, after the initial welcome, the therapist inquired whether there was any question regarding the information the client had received and it also stated that the client was eager to address the marital conflict that brought her to therapy in the first place. There was a miscommunication between the therapist and the client that the therapist should have been aware of and try to avoid non-maleficence but was ignored. The ethical responsibility of the therapist is to do no harm to the client.

Application of Professional Rules

As a therapist, it is unprofessional to make assumption that the client understands the informed consent and confidentiality forms that clients fill out. According to Woody and Woody (2001), clients will be forthcoming during therapy session when therapists provide pertinent and reliable information that would allow the client to make informed decision regarding his/her successful and active involvement in therapy. The client must be able to build a trusting relationship with his/her therapist; therefore, during the duration of contact with clients, that is, at first contact, the client needs to feel a connection with the therapist. Failure on the part of the therapist to establish that initial trust with the client, chances is that the client may tend to hold back and remain uncooperative during the session. Hence, therapist should be more focused on gaining the trust of the client and less focused on getting signed consent from the client (p.162).

Corey and Callanan (2011) established that the most important part of therapeutic relationship is the therapist’s ability to understand and empathize with the client. Therapist empathy can help to motivation client to express feelings and experiences. The case study did not say how long the therapeutic relationship lasted, but it is important to note that making a change was too early for their relationship. The client responded to the change in their meeting time as a closed off conversations about her emotional issues, such as her self-image. For this reason, I feel as if I have to make a lot of assumptions about client’s subjective experience, which limited the therapist’s ability to fully understand what the client was going through. The therapist must not question her resistance to attend therapy because the rejections and disappointments experienced in her family, and now the therapist disregarded her feeling by rescheduling their time together. Meanwhile, she has no one to talk to in her community that’s why she came to therapy in the first place.

The Board of Marriage and Family Therapy Code of Ethics (2009) state that marriage and family therapists do not disclose client confidences except by written authorization or waiver, or mandated or permitted by law. Confidentiality is an aspect of privacy concerns how client information is treated by therapists. The very nature of a therapeutic relationship is built on the establishment of trust; largely stemming from the expectation that therapist will maintain client confidentiality. As a therapist, I am legally and ethically required to make sure that what clients communicate to me stays with me, but will certain specific exceptions.

Confidentiality and privacy was very important for this client; it was her right to seek therapy and grief without additional confrontation. As it is the custom in church community for husband and wife to be seen together in worship services but that was compromised because of marital conflict, which wounded her self-image. According to the case, the pain she was experiencing and the eagerness to address her marital conflict was far beyond therapist’s policy and procedures. Therefore, it was the responsibility of the therapist to ask for all forms of contacts during intake, check the client’s file and Release of Information (ROI); use all necessary authorized alternative contacts provided by client at intake. However, if that was the only contact phone number that client had provided to the therapist at intake and had given the therapist permission to leave message with the understanding that her co-workers had access to that voicemail, then the burden lies on the client. On the other hand, the therapist should have continued to attempt to reach her client by phone but cannot leave a message if it was not authorized. In the therapeutic alliance, it is the responsibility of the therapist to ensure that the client understands the content of the ROI that is being signed. In this case, none of the informed consent content was discussed with the client at intake which is a violation of the Minnesota state statute (BMFT Code of Ethics, 2009).

Application of State Rules on Therapist Ethical Values

Marriage and family therapist do not disclose client confidences except by written authorization or waver, or where mandated or permitted by law. Verbal authorization will not be sufficient except in emergency situations and unless prohibited by law. When providing couple or family therapy, the therapist cannot disclose or reveal any individual’s confidences to others in the client network without the consent of the client. One benefit of informed consent is that client will willingly be involved in the therapeutic relationship and get educated about the process by the therapist. The therapist cannot acknowledge working with or not working with that client unless there is an ROI on file naming the Reverend as someone with whom the therapist can communicate. Even though the Reverend was the one who made the referral; there were no releases from the client authorizing the therapist to give information to the Reverend about their meeting. There is still a confidential relationship that the therapist must not breach (American Association for Marriage and Family Therapy, 2001).

Reflection and Reaction

Prior to beginning this course, it was my understanding, in regards to confidentiality, that it was ok to share information about a client with a person who I considered to be a close family member or for example in the case study, prior to my enrollment in this course that since it was the reverend who had made the referral, it was not a problem to share information about his church member with him. Knowledge is indeed power, after conducting several research about patient/clients rights and confidentiality, my perception has totally changed with the understanding that if a client does not provide consent to share his/her information with others, regardless of who the person is, I, as a therapist would be in violation if I go against the clients’ right to privacy and confidentiality.

To conclude, it is imperative for therapists to understand that confidentiality is an aspect of privacy, and concerns how client information is treated by therapists in and out of therapy. The very nature of a therapeutic relationship is built on the establishment of trust, largely stemming from the expectation that I, as a therapist, will maintain client confidentiality. As a therapist, I am legally and ethically required to make sure that what clients communicate to me stays with me, but will certain specific exceptions.

Corey, G. Corey, M., & Callanan, P. (2011). Issues and ethics in the helping professions . Belmont, California : Brooks/Cole,.

Revisor of Statutes (2013). Minnesota statutes chapter 5300: Marriage and Family Therapy. Minnesota Law.

Woody, R., & Woody, J. (2001). Ethics in marriage and family therapy . Washington, D.C. : American Association for Marriage and Family Therapy.

American Psychological Association. (2009). Publication manual of the American Psychological Association (6th ed.).Washington, DC: Author.

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Ethical Decision Making: A Step-by-Step Guide

Explore the Features of the Princess X95

Ethical decision making is analyzing a situation and applying a moral principle to determine the best course of action. The process can be used in various positions, from everyday decisions to complex legal and business issues. Ethical decision making is an essential skill for all individuals. Still, it is necessary for those in leadership positions or those responsible for making decisions that affect the lives of others.

The process of ethical decision making begins with identifying the moral issue or dilemma. It involves looking at the facts of the situation, considering the various stakeholders involved, and analyzing the possible consequences of multiple courses of action. Considering the ethical principles that apply to the case and the decision’s potential implications is essential.

Once the ethical issue has been identified, the next step is to evaluate the various courses of action available. It involves looking at each possible activity’s potential costs and benefits and considering the ethical principles that apply to the situation. It is essential to view all available options , even if some may seem more difficult or uncomfortable.

The final step in ethical decision making is deciding on the best course of action. This decision should be based on the information gathered and analyzed during the process. Once the best course of action has been determined, it is essential to take the necessary steps to ensure it is implemented.

Ethical decision making is an essential skill that all individuals should strive to develop. It is important to remember that decisions made with ethical principles will often lead to better outcomes than those made without considering the ethical implications. By becoming familiar with the process of ethical decision making, individuals can make better choices and help to create a better world.

Table of Contents

Definition of Ethical Decision Making

Ethical decision making is a process of evaluating and deciding on a course of action that is consistent with ethical principles and values. It involves considering the pros and cons of different options and making decisions that will benefit the stakeholders involved. It also consists of assessing an action’s potential consequences and the impact it may have on others.

Benefits of Ethically Making Decisions

• Increased trust in the organization: Making ethical decisions builds trust amongst employees, customers, and other stakeholders, as they can be confident that the company is committed to doing the right thing.
• Improved reputation: Companies that make ethical decisions are often viewed more favorably than those that do not, leading to an improved public image and increased brand loyalty.
• Improved employee morale: Employees who know that their company is committed to making ethical decisions can be more satisfied and motivated in their work, as they can be confident that their efforts are contributing to something meaningful.
• Increased profits: Companies that prioritize ethical decision making are often rewarded with higher investment yields and returns.
• Better legal protection: Companies that make ethical decisions are less likely to face legal or regulatory issues, which can help protect them from costly fines or penalties.
• Increased customer satisfaction: Customers who know that the company they are dealing with is committed to ethical decision making are likely to be more satisfied with their purchase, leading to increased loyalty and repeat purchases.
• Increased innovation: Companies that make ethical decisions are often more willing to take risks and try new things, leading to increased creativity and innovation.
• More sustainable operations: Companies that prioritize are likely to be more mindful of the environment, leading to more sustainable processes and better long-term outcomes.
• Improved relationships with suppliers and partners: Companies that prioritize ethical decision making can build strong relationships with their suppliers and partners, as they can trust each other to do the right thing.
• Access to better talent: Companies that prioritize are often more attractive to potential hires, as they can be confident that they are joining a company that values doing the right thing.

Steps in Ethical Decision Making

• Identify the issue: Clearly define the ethical issue that needs to be addressed.
• Gather information: Research the situation to understand the specific ethical problem better.
• Identify all stakeholders: Identify everyone affected by or interested in the ethical dilemma.
• Identify ethical alternatives: Research and brainstorm potential solutions to the moral problem.
• Weigh the consequences: Evaluate the potential effects of each ethical alternative.
• Make a decision: Choose the ethical alternative that best fits your values and has the most favorable outcome.
• Implement the solution: Take action and implement the chosen ethical solution.
• Evaluate the outcome: Monitor the results of the ethical decision to determine if it was successful.
• Reflect and learn: Reflect on the ethical decision-making process and learn from the experience.

Collect and Analyze the Facts

The first step in ethical decision making is to collect and analyze the facts. It involves gathering information from various sources and looking at the situation from multiple perspectives. It is essential to consider all relevant facts and views before deciding. It includes gathering information from stakeholders, researching applicable laws and regulations, and examining the ethical implications of different courses of action.

• Identify Stakeholders: The next step is to identify all stakeholders involved. It includes everyone who might be affected by the decision, such as customers, employees, shareholders, suppliers, and the community at large. Consider the potential impact the decision might have on each stakeholder.
• Weigh the Options: Once all relevant facts and stakeholders have been identified, it is time to weigh the options. It involves carefully considering each possible course of action’s pros and cons and evaluating which will result in the most ethical outcome.
• Make the Decision: The final step in the process is to make the decision. It involves committing to a course of action and determining how to implement it. It is essential to consider the decision’s potential impact on all stakeholders and any legal or ethical implications.
• Follow Through: Once the decision has been made, it is essential to follow through. It includes taking the necessary steps to ensure that the decision is implemented promptly and effectively. It is also crucial to monitor the results of the decision and make any necessary adjustments.
• Review and Reflect: The last step in ethical decision making is to review and reflect. It involves taking the time to look back on the decision-making process and reflecting on what worked and what could have been done differently. It allows us to learn from our mistakes and improve our decision-making in the future.

We can ensure that ethical decisions are made most responsibly by following these steps collecting and analyzing facts, identifying stakeholders, weighing the options, deciding, following through, and reviewing and reflecting.

Identify Stakeholders

Ethical decision-making stakeholders can include any group affected by the decision being made. Examples of stakeholders include employees, shareholders, customers, suppliers, regulators, and the local community. Each stakeholder has different interests and needs that should be considered when making an ethical decision. It is essential to ensure that all stakeholders are included in the decision-making process, as their input can help ensure that the decision is ethical and beneficial to all involved.

Weigh the Consequences

The process of ethical decision making involves weighing the consequences of each action and course of action. It means that when faced with a moral dilemma, one must consider the potential outcomes of each decision before making a final choice. This process involves taking into account the immediate effects of the decision and the long-term implications for all stakeholders. This process requires an individual to consider each decision’s potential cost and benefit and its impact on the greater good . It is essential to view the potential harm caused by a decision and the possible use that could be realized. The process of weighing the consequences of a decision is a difficult one. Still, it is essential to making an ethical decision.

Consider the Alternatives

When making ethical decisions, it is essential to consider all available alternatives. Alternatives should be evaluated on their potential to promote the common good, respect human dignity, and promote justice. When considering possible choices, it is essential to weigh the consequences of each option and the potential impact it could have on those affected. For example, suppose a company is considering cutting costs. In that case, it is essential to consider its potential impact on employees, customers, and other stakeholders. Additionally, it is necessary to consider the possible environmental effects of any decisions.

It is also essential to consider the ethical obligations of the decision-maker. Ethical decision-making requires that a person feel their values and principles and how they may be affected by their decisions. It requires a deeper level of reflection and an understanding that all ethical decisions have a ripple effect on society.

Finally, it is essential to consider the potential legal consequences of any decision. Even if a decision is ethical, it may still be illegal or violate specific regulations. It is essential to make sure that any decisions comply with applicable laws and regulations.

In summary, when making ethical decisions, it is essential to consider all available alternatives and evaluate their potential to promote the common good , respect human dignity, and promote justice. Additionally, it is necessary to consider the ethical obligations of the decision-maker and the potential legal consequences of any decision.

Reach a Decision

The process of ethical decision making involves several steps. First, identify the moral problem or dilemma. Consider the ethical implications of the decision and its potential consequences. Gather relevant information and research the facts. Analyze the situation to determine what values conflict. Consider the perspectives of all parties involved. Identify possible solutions and evaluate each one. Choose the solution that best serves the interests of all parties and is consistent with the values and principles you identified. Explain your decision and the reasons behind it. Finally, communicate your decision and the rationale for it to all those affected by it.

Examples of Top 10 Ethical Decision Making

• The Five-Step Process for Making Ethical Decisions: https://www.scu.edu /ethics/focus-areas/decision-making/five-step-process/
• Ethical Decision Making: A Process Guide: https://www.scu.edu /ethics/focus-areas/decision-making/ethical-decision-making-a-process-guide/
• Making Ethical Decisions: https://ethics.org/ making-ethical-decisions/
• Making Ethical Decisions: A Guide for Managers: https://hbr.org /2008/02/making-ethical-decisions-a-guide-for-managers
• Ethical Decision Making Toolkit: https://www.ethics.org /ethical-decision-making-toolkit/
• Making Ethical Decisions in the Workplace: https://www.focalpointcoaching.com /blog/how-to-make-ethical-decisions-in-the-workplace
• Making Ethical Decisions: https://www.apa.org /ethics/decision-making/making-ethical-decisions
• A Guide to Making Ethical Decisions: https://www.ethicalsystems.org /content/a-guide-to-making-ethical-decisions
• Ethical Decision-Making: https://www.apa.org /ed/precollege/ptn/2020/02/ethical-decision-making
• Ethical Decision Making: https://www.diversitymeansbusiness.org /resources/ethical-decision-making/

Ethical decision making involves considering the ethical implications of a decision before acting on it. It consists of understanding and applying ethical behavior principles, such as fairness, respect, and honesty. It also involves assessing the potential consequences of the decision and understanding the implications for stakeholders affected by it. It requires considering the perspectives of different stakeholders, including individuals, organizations, and society. It also requires considering the legal and moral implications of the decision. Finally, It requires individuals to learn from their experiences and make decisions that are in the best interests of everyone involved.

Key Takeaways

• Consider the Consequences: Before making an ethical decision, it is essential to consider the potential consequences of your decision. Think through the likely outcomes of your decision, both positive and negative, and consider how they may impact those involved.
• Analyze the Situation: Take the time to review the facts and circumstances related to the ethical dilemma. Evaluate the situation from multiple angles and consider how the decision may affect different stakeholders.
• Seek Advice: Consult with trusted colleagues or ethics professionals to gain additional insight and clarity. Different perspectives help you make a more informed choice.
• Stay True to Your Values: Ultimately, you must make the decision that best aligns with your values and beliefs. Consider your choices and decisions so you can stand behind them in the long term.
• Document Your Decision: Once you have made an ethical decision, document your choice and its rationale. It will help to ensure that your decision is transparent and defensible.

Ethical decision making involves making decisions based on values such as integrity, respect for human rights , fairness, and social responsibility. To make ethical decisions, individuals must use critical thinking to weigh the various options available and consider the potential consequences of each. It is important to remember that is not a one-size-fits-all approach, as each situation is unique and requires careful consideration. Ultimately, It requires that individuals consider the implications of their decisions on all stakeholders involved and make decisions that are in the best interest of all parties involved.

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Home — Essay Samples — Philosophy — Ethics — Personal Values: The Impact on Decision-Making and Life Choices

Personal Values: The Impact on Decision-making and Life Choices

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Essay 2: Personal Ethics and Decision Making

by cnr5112 | Nov 18, 2014

According to the New Oxford American Dictionary, ethics is defined as “moral principles that govern a person’s or group’s behavior.” Therefore, in an ideal world, ethics should play the ultimate role when making a decision. If ethics are the principles which guides one’s behavior then, ideally, all decisions should be made entirely based on ethics. Unfortunately, such is not always the case.

A few problems arise when one tries to make an ethical decision, especially as a leader. First, ethics may mean different things to different people. For example, my religious and spiritual beliefs are the foundation for what I deem ethical. However, for someone else, ethics might be based on laws or their own personal understanding of what is right or wrong. Generally, I do believe there are some behaviors that all can agree upon as being ethical or unethical. For example, most people understand that stealing from someone or murder is wrong. However, it is difficult, at times, to have similar ethical expectations of others as one does of themselves because of these differences in the understanding of ethics. Additionally, there are times when it might be easier for a leader to make an unethical decision for an immediate gain or to appease the wants of others. Examples of these include leaders who embezzle money or use other schemes to make money quickly or unlawfully.

For most leaders, making ethical decisions tends to be the goal. I firmly believe that more often than not, leaders do make ethical decisions for the betterment of their organization or business. There are cases when making an unethical decision might be easier, but the true character of a leader is tested when they are confronted with such a decision. Making the easier decision is not always the best decision for a leader’s personal sake or for the organization/business. Recognizing that not all decisions are ethical, one’s moral principles acts as a guide for their behavior and decision making. Therefore, ethics do (and should) play a major role in decision making.

As previously mentioned, my religious and spiritual beliefs shape my personal ethics. I grew up in a very Christian family (one grandfather was a pastor and the other is a deacon), so from a young age, I was instilled with a belief in God and His teachings, according to the Bible. As I get older, I am learning that a spiritual journey and relationship with God is one that is personal and cannot be easily taught or given by others. Therefore, I will admit that as I continue on my personal journey with God, my personal ethics are still being developed and shaped. Some behaviors that I may have thought were acceptable in the past, I no longer view the same. For example, I have a lot of passion for the organizations I am involved with, especially S.M.A.R.T, which is great as a leader. It is my passion which keeps me dedicated to the organization. However, because of this passion, when things are not going as I want them to, it might cause me to communicate in a way that is considered disrespectful to others. Either my tone, the loudness of my voice, or the things that I say have made others feel disrespected. Personally, I find disrespecting others to be unethical. Although I may not consciously decide to disrespect them, it is a result of my behavior. While, at one point, I made excuses for my “lashing out” but considering it my “burning passion for the organization,” I now realize that it is unacceptable. As a leader, and person, I should be always aim to be respectful of others, regardless of my own feelings. Moreover, I was able to recognize the impact that my behavior was having on other members of my executive board – they, too, began to think it was okay to conduct themselves in a similar manner.

My personal ethics include values such as: respect, honesty, caring, and fairness. When making a decision, I tend to consider these four values the most, in conjunction with how my decision might better the organization. The goal, for me, is to always aid in making an organization or someone else better. These four values tend to help me ensure that my decisions are well-rounded and ethical. I have already alluded to the role respect plays in my decision making. I consider how I might communicate a decision, or I consider other aspects of people’s lives and how this decision might impact them. I try to ensure that all of my decisions are respectful to others. I also aim to always be honest in my decision making. When I need help, I ask for it. I try to be as transparent as possible about any decision I have made and why. I am always willing to share my reasoning and am open to feedback from others. My compassionate side also comes out when making a decision. In most instances, I really try to consider the needs and circumstances of others. For example, S.M.A.R.T. can be a demanding organization, so when making decisions, I always consider the others aspects of our member’s lives and how my decisions could be more of a burden than a help to them. Lastly, I try to make sure my decisions are fair for everyone involved. If I want to inconvenience or be unfair to anyone, I would rather it be myself than someone else.

Communication is key in relation to personal ethics. As previously mentioned, ethical standards differ for different people. Therefore, I find it most difficult to try to understand the reasoning of others’ ethics, rather than communicating my own. I tend to be a very direct person. I get straight to the point, especially as a leader. Therefore, I simply share with others what I believe and value. I also communicate my personal ethics through my actions. If my decisions are made according to my ethical beliefs, then others should be able to recognize, through my behavior, what my personal morals are.

Overall, being an ethical decision maker is important to me. As a leader, I understand that I play a part in establishing what is considered right and wrong, based on my actions and decisions. My hope is to always be an example, and being ethical is the foundation of setting a good example for others. The old adage, “actions speak louder than words” rings true in relation to ethics. I aim to show people what my moral principles are based on my actions. At times, it can get difficult because I might let emotions cloud my judgment, but after all, doing the right thing for the sake of others is most important to me.

• Introduction to “A Framework for Ethical Decision-Making”
• Markkula Center for Applied Ethics
• Ethics Resources
• Ethical Decision Making

Introduction to “A Framework for Ethical Decision-Making”

A tool to help people make better informed, more carefully considered decisions that will ultimately be more congruent with their own choices and values using a process that includes both pre-decision and post-decision steps.

The Markkula Center’s Ethical Decision-Making Framework is a tool designed to 1) help users see and identify a broader set of ethical issues than they would have without it, and 2) guide users through a process that includes both pre-decision and post-decision steps.

The goal of the Framework is to help people make better informed, more carefully considered decisions that will ultimately be more congruent with their own choices and values—decisions that they are less likely to regret later.

The Framework does not tell users what the right or most ethical thing to do is. While applying the Framework, the user is still the one who has to make a judgment call.

The Framework is therefore not an ethics algorithm; there is no such thing. The ethical analysis changes depending on a variety of factors including the types and numbers of stakeholders impacted by a decision, the relationships among stakeholders, the broader context in which the decision is embedded, the kinds of benefits and harms that flow from it, and the weight that one assigns to various ethical perspectives (rights, justice, common good, etc.).

The six ethical lenses briefly introduced in the Framework are very concise, broad-stroke descriptions of several ethical perspectives. The user is not asked to choose among them. Looking at a potential decision landscape through each of them in turn, a Framework user will see different ethical aspects highlighted. The lenses are therefore complementary in that they help Framework users see more of the ethical nuances of a situation. However, the lenses might also reveal ethical aspects that come into conflict with each other; when this happens, the balancing of those ethical considerations is up to the user.

The Framework is intended to be practical and accessible. For that reason, it does not go into depth on any of the ethical perspectives that it presents. However, the Markkula Center website includes complementary (and still concise) essays that expand the descriptions of each of the lenses. Of course, users interested in reading more about any of the ethical schools of thought can also find other much more extensive resources about them.

The Framework does not claim to include a full compendium of ethical perspectives spanning history and cultures. The tapestry of human thought about ethics is rich and varied. However, there are common threads that run through it, and the Framework focuses on those, again with the goal of serving as a useful aid that is relatively easy to apply.

The process described in the Framework is not linear; while it begins, for example, with the gathering of key facts and the identification of stakeholders, those steps might need to be repeated if the application of the ethical lenses reveals additional stakeholders and highlights the need for additional facts.

We have found that people who use the Framework repeatedly also build their ethical analysis “muscles”—developing habits of reasoning and response, and a growing comfort level with applying the lenses to challenging situations.

A Framework for Ethical Decision Making

Ethical Decision Making and Cases Essay (Critical Writing)

• To find inspiration for your paper and overcome writer’s block
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Introduction

Ethical codes and standards, monitoring, auditing, and reporting misconduct, section to review ethical training programs and standards.

Ferrell, Fraedrich & Ferrell (2008) discuss that organizations are shifting from “legally based compliance initiatives in organizations to cultural initiatives that make ethics a part of core organizational values” (p. 10).

This means that firms are changing from need to enforce ethical standards to motivating workers to make ethical codes their habitual behavior. However, legal action is still necessary where employees fail to act in an ethical manner.

The consultant consists of 15 members according to the above structure. The consultant sections can decide to give a member specific areas to tackle. All members meet once a week to update on matters that are arising, and finding solutions to challenges.

Ethical standards require that organizations acknowledge their contributors. The agreements between the donors and the organization should be written, and adhered to. Some donors may prefer being anonymous to prevent further solicitation from other organizations (Ethics in Fundraising, 2013).

Some companies may have a business motive when funding nonprofit organizations. They use it as a marketing strategy. The nonprofit organizations may refuse funds from firms that associate funding with marketing their brands.

They can recommend that the anonymity of the donor be used. Nonprofit organizations will have the freedom to solicit funds from private firms to increase their areas of service.

It is unethical to pay fundraisers a percentage of the funds raised. Nonprofit organizations are encouraged to adopt the Donors’ Bill of Rights drafted by the Association for Fundraising Professionals (Ethics in Fundraising, 2013).

Ethical standards require that that those with a conflict of interest with the organization to reveal that interest. They should withdraw from voting on any matters that are associated with their area of interest. Staff members are encouraged to discuss how to solve conflicts of interest (Conflict of Interest, 2013).

The best ethical practices will require non-profit organizations to gradually adopt the Sarbanes-Oxley Act of 2002. It requires that organizations have an independent audit committee or hire an independent financial expert to carry out auditing. It has clauses about whistle-blower protection among others (Ostrower & Bobowick, 2006).

There is a need to retain official documents for a period in which a lawsuit can be brought forward regarding the conduct of the nonprofit organization (Document Retention Policies, 2013).

The public should be allowed access to relevant documents about “meeting agendas and descriptions of significant decisions” (Transparency and Accountability, 2013 para. 3).

Nonprofit organizations should adopt a mechanism that avoids providing services that are already catered for by other organizations. The provision of services should comply with fairness and equity practices.

The firm’s auditing procedure will seek to answer the questions put forward by Ferrell, Fraedrich, & Ferrell (2008, p. 181) about the evaluation of ethical culture. This can be done through face-to-face interviews with the employees of the non-profit organizations that the consultant represent.

The employees can fill-in questionnaires with the need to indicate their name being optional. Our organization can also use codes so that in case of a need to verify data collected, they can re-visit the respondents.

The design of some of the questions should be indirect to avoid personal rivalry being used to taint the management or senior staff members.

The interviews and questionnaires will try to find out if the managers themselves follow the ethical codes of drafted by the consultant. They will check the number of employees that have used the anonymous reporting of misconduct option.

Less reporting may indicate that the organization has successfully integrated an ethical culture or the employees do not trust the systems of reporting. Employees can avoid reporting misconduct because they fear retaliation from their workplace colleagues and supervisors (Ferrell, Fraedrich, & Ferrell, 2008).

The audit will look into the corrective actions that were used by the management team. This should be different from the legal actions that are used to enforce ethical conduct unless the misconduct reaches a certain level of seriousness such as sexual harassment.

When trying to make it an ethics culture, there is a need to prepare individual minds to accept ethical codes beyond the mandatory ones enforced by law.

The auditing procedure will check that unethical behavior is publicly disapproved. The existence of rewards for exemplary ethical decisions will indicate the progressive integration of an ethical culture. A firm with an ethical culture is more concerned about the long-term benefits of their programs than the immediate benefits.

There should be openness and freedom of expression when discussing ethical dilemmas. The superior staff members should freely allow subordinates to express their views (Ferrell, Fraedrich & Ferrell, 2008).

The organizations should be “more externally focused on customers, the environment, and the welfare of the society” (Ferrell, Fraedrich, & Ferrell, 2008 p. 181). According to Ferrell, Fraedrich, & Ferrell (2008), audited organizations can be put into four ranks.

The components used are their care for people and for performance. Caring for people is the highest rank for nonprofit organizations. An integrative culture shows concern for both performance and people. An apathetic culture would require the management team to review its policies.

Ferrell, Fraedrich, & Ferrell (2008) discuss that personal ethical behavior has no guarantee that a staff member will maintain ethical codes and standards. There is need to train members on codes of ethics that are enforced by law, and those that belong to specific organizations.

The training will extend to teaching the workers to use their moral philosophy in cases where there are no written guidelines. Ferrell, Fraedrich, & Ferrell (2008) discuss that “caring culture exhibits high concern for people but minimal concern for performance issues” (p. 178). Nonprofit organizations may choose members of staff to be trained as an ethics committee.

The training programs can work through training ethical committees. The committee will afterwards develop an ethical culture in their organization. Another option is that organizations under consideration should set a standard code that requires members of staff to attend our classes at least once every three months.

Our consultant will organize continous training programs throughout the year. Some of the programs will be conducted at individual organizations’ premises. Others will require organizations to send some of their workers. This is to ensure that services to the public do not stop because of training.

The section will constitute of the head of consultant, and two members who are in the global ethical culture section. They will propose the inclusion of new codes of ethics, design of training programs, and new ethical standards emerging around the world that may be considered for integration.

The first code of ethics will be the need to spend the funds provided in the areas in which the funds were asked for, and respect of donor objectives. There should be a limit to the level of expenditure that goes to areas that are not core to serving the public.

For example, if the funds are to distribute food, the amount spent on employees, stores and offices should have a limited percentage. This will ensure that funds serve the intended purpose by a big margin. When funds decrease, it will necessary to lay off some workers because of reduced workload.

Close some of the stores and offices. The remaining space should be necessary to maintain the same percentage in allocation of funds in target areas. They may also consider the extent to which organizations utilize volunteers.

The design of training programs will be updated according to effectiveness of the program for a period of six months. Training will incorporate the advisory section to explain some of the implications of unethical behavior in a court of law.

The legal advisory section will work closely with management teams of the organization served by the consultant. On the other hand, the training team will try to shape attitudes and awareness. The consultant can accept volunteers to work in certain sections to increase performance of the consultant.

Conflict of Interest . (2013). New York, USA: National Council of Nonprofits. Web.

Document Retention Policies . (2013). National Council of Nonprofits. Web.

Ferrell, C. O., Fraedrich, J. & Ferrell, L. (2008). Business Ethics: Ethical Decision Making and Cases. Boston, USA.: Houghton Mifflin Company.

Ethics in Fundraising . (2003). New York, USA: National Council of Nonprofits. Web.

Ostrower, F., & Bobowick, J. M. (2006). Nonprofit Governance and the Sarbanes-Oxley Act . Washington D.C., USA: The Urban Institute. Web.

Transparency and Accountability . (2013). Minnesota, USA: Minnesota Council of Nonprofits. Web.

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IvyPanda. (2019, April 17). Ethical Decision Making and Cases. https://ivypanda.com/essays/ethical-decision-making-and-cases/

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IvyPanda . (2019) 'Ethical Decision Making and Cases'. 17 April.

IvyPanda . 2019. "Ethical Decision Making and Cases." April 17, 2019. https://ivypanda.com/essays/ethical-decision-making-and-cases/.

1. IvyPanda . "Ethical Decision Making and Cases." April 17, 2019. https://ivypanda.com/essays/ethical-decision-making-and-cases/.

Bibliography

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Freedom of Expression, Collection Management, and Ethical Decision-Making: Censorship of the Good, the Bad, the Ugly and Our Obligations to Preserve a Culture's Story

61 Pages Posted: 25 Sep 2024

Caroline Osborne

University of North Carolina School of Law

Date Written: September 04, 2024

Libraries, archives, and museums are cultural memory organizations charged with the responsibility of preserving and telling the entire story of a culture. Such institutions have wide editorial discretion at their disposal in the exercise of activities under the umbrella of collection management; however, the concurrent responsibility in the exercise of such discretion by such institutions is enormous and is entrusted to employees with the education, expertise, and practice necessary to make difficult decisions. These institutions are limited by practical constraints such as space and finances and questions of views and biases resulting in content-based limitations and collection management, or development policies intended to guide decision-making. This article examines decisions made according to collection policies using the concepts of pure speech, expressive conduct, whether an institution is a state actor subject to the Fourteenth and First Amendments, and the further distinction of viewpoint discrimination as distinguished from content-based discrimination. Finally, this article explores the ethical framework of decision-making employing ethical lenses of justice, virtue, and common good as a tool for making the necessary but difficult decisions.

Keywords: State action doctrine, censor, cultural memory organization, cultural memory institution, collection management, collection policy, museum, library, First Amendment, freedom of expression, free speech, cultural property, statues, Fourteenth Amendment, "Confederate monuments", "statute wars", content discrimination, viewpoint discrimination, archive, selection, statue, "justice

Suggested Citation: Suggested Citation

Caroline Osborne (Contact Author)

University of north carolina school of law ( email ).

Van Hecke-Wettach Hall, 160 Ridge Road CB #3380 Chapel Hill, NC 27599-3380 United States

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