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IMEV case process
1. 2. 3. 4. 5. 6. Who are the stakeholders? Who gains or loses? What is/are the moral issue/s? Did anyone do anything wrong? What is the nature of the issue? Is it a dilemma or a compliance problem? Does one of the main approaches suggest a clear answer? What possible solutions can we think of? Can stories or examplars help our imagination? Reflect and respond
Topics
Assessment 3b: report on an ethics program; Exam Part C
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Tools
to increase capacity for ethical action
topic
• Individual
– decision guides, personal capability
• Can build on understanding conformity effects
It may be possible to conceive business and business organisations as communities of practice
Moore, 2005 ‘Humanizing Business’ Business Ethics Qly 15 p237-256
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identify options
Mark Worthing Adelaide 2005
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3. Moral Reasoning: Theories
Kohlberg’s theory
• evidence from interviews with children • three levels • applies Piaget’s stages of a child’s cognitive development to moral reasoning • not specifically business-related, but some confirmatory evidence
The Approaches assist in developing Tools
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Part 2 Tools
Topics 6–8
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Part 2: Tools
AIM
describe and evaluate the activities which individuals and enterprises can use to increase their capacity for ethical action, and to identify, analyse and respond to ethical issues 6: individual moral development 7: firm-level tools; ethics programs 8: International and global aspects
- various different versions of ‘the sunlight test’
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Rotary 4-Way test
1. Is it the TRUTH? 2. Is it FAIR to all concerned? 3. Will it build GOODWILL and BETTER FRIENDSHIPS? 4. Will it be BENEFICIAL to all concerned?"
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7 steps to ethical decision making
identify problem post-decision reflection enact decision analyse situation
moment of decision evaluation of norms
reflect
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Moral imagination
• nourishing virtue includes growing moral imagination
F&L 527-29
• disengaging from an immediate issue and from mental models that limit one’s understanding • practice and reflection
Examples
• fact-based, decision-focused AAA checklist • question-based Rotary, Case process • reflective Mark Worthing
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‘Sunlight Test’
→ possiห้องสมุดไป่ตู้le assistance from checklists and heuristics
Moberg & Seabright: eReading Mark Johnson: eReading
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2. Decision aids
• • • • AAA Checklist Mark Worthing 7 steps IMEV case process Rotary 4-Way test
/aboutrotary/4way.html
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AAA Checklist
American Accounting Association 1. 2. 3. 4. 5. 6. 7. Get the facts Define the ethical issue: stakeholders, issues Identify principles, rules, values List alternatives Is there an over-riding principle or rule? Assess consequences Make decision
establish moral intent
engage in moral behaviour
problems of compliance
hard to do what is best, or right
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Individual capability: points to consider
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F&L 35-6
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Rest’s model and reflection
reflect
recognise moral issue make moral judgement establish moral intent engage in moral behaviour
increasing the capacity for ethical action
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Remember: How do we normally make decisions?
Consider limited alternatives Use simplified decision rules (“rules of thumb,” etc.) Select alternative that satisfies minimum decision criteria (“satisfices” - satisfies/suffices)
• How would it look on the front page? • Think of a person you respect – What would they think? • How will it look in a few years’ time? • What would you want someone else to do? – if your positions were reversed
• Well-established idea
– Confucius: ‘The superior man on grounds of culture meets with his friends, and by their friendship helps his virtue’ – similarly Aristotle
let us consider each in turn
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1. Developing moral capability: (a) social influence
• Virtues are nourished in community
– often, at least, in social practices (MacIntyre)