1. Denial of responsibility. Denial of injury. Denial of the victim.
TABLE 7.7
HEATH’S SEVEN RATIONALIZATIONS OF UNETHICAL ACTIONS
Denial of responsibility.
Denial of injury.
Denial of the victim.
Condemnation of the condemners.
Appeal to higher loyalties.
Everyone else is doing it.
Entitlement.
Source: “7 Neutralization/Rationalization Techniques”, a speech by Joseph Heath at the Centre for Ethics at the University of Toronto, April 9, 2007, later published as “Business Ethics and Moral Motivation: A Criminological Perspective,” Journal of Business Ethics, 83 (2008):

2. STAKEHOLDER’S POTENTIAL
FIGURE 7.2
DIAGNOSTIC TYPOLOGY OF ORGANIZATIONAL STAKEHOLDERS
STAKEHOLDER’S POTENTIAL FOR THREAT
High
Low
Type 4
Mixed Blessing
Type 1
Supportive
High
Strategy
Collaborate
Strategy
Involve
STAKEHOLDER’S POTENTIAL
FOR COOPERATION
Type3
Nonsupportive
Type 2
Marginal
Low
Strategy
Defend
Strategy
Monitor
SOURCE: G. Savage et al, “Strategies for assessing and managing organizational shareholders”, The Executive, Vol. 5, no. 2, May 1991, 65.

3. Employee Rights Themes In North America
TABLE 7.6
Employee Rights Themes In North America
Privacy and dignity of person, personal information and property:
Boundaries of personal rights, employers rights and right of the public
Proper procedures: notification and consent
Testing for substance abuse
Harassment, sexual and otherwise
Civil work environment
Fair treatment:
Discrimination: age, race, sex, employment, pay
Fair policies
Is equal treatment fair?
Healthy and safe work environment
Expectations: reasonability, right to know, stress, family life, productivity
Quality-of-life concerns: smoking, health
Family-friendly workplaces
Ability to exercise conscience
Blind loyalty
Whistle-blowing
Trust – the key to leadership, innovation, loyalty, and performance – depends on ethics
Operations: downsizing, contingent workforce

4. Motive Opportunity Rationalization FIGURE 7.3 THE FRAUD TRIANGLE
Source: D.L. Crumbley et al, 2005, p

5. FIGURE 7.4 Ego Social Physical MASLOW’S HIERARCHY OF NEEDS
Self-actualization,
Fulfillment
Ego
Esteem,
Respect
Love, Affinity
Social
Safety
Physical
Physiological

6. HOW TO INCORPORATE ETHICS INTO CRISIS MANAGEMENT
TABLE 7.8
HOW TO INCORPORATE ETHICS INTO CRISIS MANAGEMENT
Prevention and warning:
Code of conduct: identify values, adopt, emphasize and make effective
Identify potential ethics problems and warning indicators, and pre-plan responses, as part of an ongoing enterprise risk management and contingency planning program
Ethical “red flags” or warning indicators:
Training to emphasize how to identify and what to do about them
Check as part of an ongoing enterprise risk management system
Encourage by publicizing good examples, and awarding paper medals
Analytical approach:
Apply a stakeholder-analysis framework as discussed in Chapter 5:
External ethics consultant
Checklist or specific time to consider:
ethics issues, alternatives & opportunities
Decision itself:
Ethics/company’s values: integrate into the decision making:
Consider how the crisis or its impact can be influenced ethically–timing, cost, mitigation?
Specific consideration of how to improve the organization’s reputation drivers including–trustworthiness, responsibility, reliability, and credibility
Specific ethical communications objectives
Assign ethics watch-dog responsibility
Use a checklist or template with specific ethics objectives
Apply moral imagination as discussed in Chapter 5
Communications on ethical intent to:
Media, employees, customers, government, public & other stakeholders

7. Continuing Reputational Impact
FIGURE 7.5
PHASES OF A CRISIS
Cost To Organization
Unanticipated Crisis
Anticipated Crisis
Continuing Reputational Impact
Post- Crisis State
Reached
Control Begins
Time
Controlled
Phases
Pre-crisis
Reputation Restoration
Uncontrolled