1. The Individual in Context

2. Pressures? External: Associations Internal: Books Self-Concept

3. Determinants of Moral Behavior Characteristics (Moral Intensity) of the Issue Social Characteristics Relationships with “others” Type of Relationships Structure of Relationships Individual Characteristics Situational Characteristics Level of Cognitive Moral Development Cognitive Dissonance Recognize the moral Issue Make a Moral Judgment (establish Intent) Engage in Moral Behavior Steps towards moral behavior

4. Ethics Exercise Adopted with permission from http://www.Businessballs.com, copyright Alan Chapman, 2003  If you knew a woman who was pregnant, who had eight children already; three of whom were deaf, two who were blind, one mentally retarded, and she herself had syphilis, would you recommend that she have an abortion?

5. Using the P.L.U.S. Metric P = Policies Is it consistent with my organization's policies, procedures and guidelines? L= Legal Is it acceptable under the applicable laws and regulations? U = Universal Does it conform to the universal principles/values my organization has adopted? S= Self Does it satisfy my personal definition of right, good and fair?

6. It is time to elect the world leader, and yours is the deciding vote. Here are the facts on the three candidates:  He associates with crooked politicians and consults with astrologers. He’s had two mistresses. He also chain smokes and drinks up to ten Martinis a day  He was ejected from office twice, sleeps until noon, used opium in college and drinks a large amounts of whiskey every evening.  He is a decorated war hero. He's a vegetarian, doesn't smoke, drinks an occasional beer and hasn't had any extra-marital affairs. Which of these candidates would be your choice? Franklin D. Roosevelt Winston Churchill Adolph Hitler

7. A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well – we’re friends. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

8. What kind of friend and mentor would I be if I refused to give a reference? Besides, what harm is there. All I have to do is answer a few questions and keep my personal opinions to myself. But if she gets the job and fails, have I really been a friend? Do I give a reference based on the value of loyalty? A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well – we’re friends. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

9. What kind of friend and mentor would I be if I refused to give a reference? Besides, what harm is there. All I have to do is answer a few questions and keep my personal opinions to myself. But if she gets the job and fails, have I really been a friend? Do I give a reference based on the value of loyalty? She is not a good match for this job, no matter how much she wants it. She has great strengths, but not in the areas required in this position. If I give her a recommendation and she doesn't make it on the job that reflects on me as well. If she doesn't get the job because of me she will be disappointed and discouraged. Do I not give a reference based on the value of honesty? A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do? Adapted From Mary V. Merrill, “Leadership and Ethics in Volunteer Management, April, 2002

10. What kind of friend and mentor would I be if I refused to give a reference? Besides, what harm is there. All I have to do is answer a few questions and keep my personal opinions to myself. But if she gets the job and fails, have I really been a friend? Do I give a reference based on the value of loyalty? She is not a good match for this job, no matter how much she wants it. She has great strengths, but not in the areas required in this position. If I give her a recommendation and she doesn't make it on the job that reflects on me as well. If she doesn't get the job because of me she will be disappointed and discouraged. Do I not give a reference based on the value of honesty? There is no "correct" answer to this dilemma. If I place a high value on honesty, the ethical response is not to give the reference and to explain my reasons fully. If I value loyalty, I may write a letter of reference carefully choosing my words to highlight her actual skills. A student asked me if she could use my name for an employment reference. She has been in two of my classes and she’s been a student aid worker with us for a rather long time and I know her well. She's a good person and a dependable person. But, I am very uncomfortable about giving a job reference. I do not feel she has the skills or ability to tackle the job she is seeking. I would personally never hire her for that job. That's not to say she wouldn't be great in a lot of other things. But this position is not where her strengths lie. So what do I do?

11. Evidence Of Ethical Leadership  Sure signs that my boss (organization’s leader) exhibits ethical leadership are: 1.__________________________ 2.__________________________ 3.__________________________ What do you use to measure ethicity?

12. The Surest Sign …  That Intelligent life exists elsewhere in the universe is..  That it has never tried to contact us! (Cartoonist Bill Watterson – “Calvin & Hobbes”)

13. What is / are:  Management  Ethics  Critical Thinking (Decision-Making)  Is there such a thing as the “right” view?

14. YOU’RE BETTER OUGH A ploughman with a face like dough and hands rough as sandpaper, thoughtfully listened to the song "Scarborough Fair." Soon, though, he slipped into a slough of reverie, in which he coughed, hiccoughed, and then fell gently asleep.

15. Susan Atkins worked on the assembly line at an automotive parts factory. Although she occasionally found the job tedious, she liked it nonetheless, especially the benefits and good wages guaranteed by her union contract. One day her boss of 12 years, Anthony Trotto, called her in and said he was planning to reclassify her job to one that was not covered by the contract. In the next few weeks, Susan met several times with Mr. Trotto and each time asked about job security. She was repeatedly assured that her job was secure and as long as she continued to work well, she wouldn't have a problem. Unfortunately, Susan's performance evaluations began moving toward the 'unacceptable" range and she was ultimately fired.

16.  If you had been Susan, would you have sued? mIf so, on what grounds?  If you were the automotive company, what would your defense have been? mCan an oral assurance be considered a contract? mIf so, what assurances have you made lately?  How would they hold up in court? mHow do you think the court would rule in such cases?

17. Actual Judgement in Similar Situation  Mullins v. Pfizer Inc. mSupreme Court held for the plaintiff (employee) n Having announced an early retirement package, and denying the benefits to retiring employees, the company treated employees unfairly. n The company was found to have misrepresented its intentions

18. The Surest Signa Of My Ethical Leadership  The surest signs of that my own leadership is ethical include: 1.__________________________ and 2.__________________________ and 3.__________________________

19. Demonstrating Ethical Leadership  Make no advance announcements. Wait until your policy has been clearly defined.  If possible, have an attorney review the policy to ensure there is no ethical or legal breach.  Avoid using phrases such as 'seriously considering' that may hold false promise for employees.  Meet face-to-face with employees to lay out the final policy and to answer questions they have.  Form a rumor-quashing committee to dispel possible misunderstandings.  Issue policy reminders and policy restatements several different times in several different ways.  If your organization does not have specific policies in effect for various HR issues, assume a leadership position and begin to codify the consequences of changes so that fair and ethical treatment will ensue.

23. Cell X Cell 1 Cell2Cell 3 AwarenessAnalysis Evaluation Critical Thinking

24.  Awareness (Discernment) mInformation Gathering n Using all senses l Verbal and written ¤ reflection, ¤ observation, ¤ experience and ¤ Reasoning

25. Critical Thinking  Evaluation mintellectual criteria (beyond subject- matter divisions) n clarity, n credibility, n accuracy, n precision, n relevance, n depth, n breadth, n logic, n Significance, and n fairness.

26. Critical Thinking  Based on skepticism mSeeks justification  While based on intellectual processes, goes beyond informal logic and includes the assessment (likelihood of); mmaintained beliefs mprejudice, mbias, mpropaganda, mself-deception, mdistortion, mmisinformation, etc.

27. Critical Thinking  Evaluation (judgement) mSystematic n Determination l Significance l Merit l Value l Worth mGoal is to provide feedback (guidance)

28. Individual Utility Rights Justice Care Personal Characteristics Culture Social Networks Economic Environment Foreseeable Consequences Perceptions & Behavioral Intentions Situational Framing Recognition Analysis & Evaluation Action

29. What do we expect of:  Leaders (Management)  Subordinates  Colleagues  Acquaintances  Friends mClose friends mVery close friends  Business persons mCustomers mSuppliers

30.  What does it mean? mIn what context? mWhy it is so important?

31. Standards of Conduct  WIU’s Student Code of Conduct mhttp://www.wiu.edu/policies/stucode.php  DoD’s Standards of Conduct mhttp://www.dod.mil/dodgc/defense_ethics/  AITP’s Standards of Conduct mhttp://www.aitp.org/organization/about/conduct/conduct.j sp  ASCE’s Standards of Conduct mhttps://www.asce.org/pdf/ethics_manual.pdf  Engineers Ireland mhttp://www.iei.ie/ethics/conduct.pasp  Engineers teaching ethics (interesting article) mhttp://www.onlineethics.org/CMS/edu/instructessays/davi s.aspx  Washington’s code of civility mhttp://www.foundationsmag.com/civility.html

32. Social Responsibility  Maintains that businesses should not function amorally, but should contribute to the welfare of their communities. mRecognizes multiple objectives: n economic, social, and environmental dimensions from each and all activities mRelated to: n sustainability, n Citizenship  If not “amoral,” then has ethical dimensions