Transcript Training and Development

Ethics – An Individual Matter
PCard Summer School
July 30, 2009
Cristina Castro Harrington, SPHR
Organizational Consultant, Human Resources
(520) 626-8249
[email protected]
What Is It?
Ethics – Standard of Conduct
“There are two aspects to ethics: The first involves the
ability to discern right from wrong, good from evil and
proprietary from impropriety. The second involves the
commitment to do what is right, good and proper. “
“What Is Ethics Anyway?” The Josephson Institute of Ethics, http://www.josephsoninstitute.org, 2000
Code of Ethics and/or Statements – Guiding Conduct
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A Dilemma…
I have learned that a position in my
department will be eliminated in the
next few months and my colleague
will be laid off then. I know that he
plans to invest in braces for his
daughter and is considering a new
roof for his house. What should I
do?
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A Dilemma…
A colleague told me in confidence that
she will be relocating and plans to leave
the University in a couple of months. She
is delaying the notice of resignation so
that she can burn up some accrued sick
time. The boss has assigned a work
project to this colleague (that won’t get
completed) and one that I am qualified to
accomplish. What should I do?
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Perspectives for Determining Right and Wrong
The Existentialism prism - What course of action will set people most free?
The Deontological prism - What would I do if everyone in the world were to do as I
did?
The Ethic of Caring prism - What course(s) of action will best sustain and nurture a
caring relationship between myself and others?
The Communitarianism prism - How would I act if everyone in my community
knew exactly what I was doing?
The Utilitarianism prism - What course of action will best maximize total happiness
in the world?
The Virtue Ethics prism -- What would the most virtuous person I know do in this
situation?
The Egoist prism - What course(s) of action will most effectively ensure that my
short and long-term goals are reached?
Adapted from Choosing the Right Thing to Do, David A. Shapiro, 1999
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It’s not unethical if….
It’s for a good cause
It’s not for me
I’ve got it coming
It benefits my family
It’s legal
I’m just following orders
Everyone does it
My job is one the line
Others are a lot worse
I’m just fighting fire with fire
I don’t get caught
No one is really hurt
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Decision Making Tools
A Guide to Ethical Decision Making and Action
 Is the action legal?
 Does it comply with our values?
 If you do it, will you feel bad?
 How will it look in the newspaper?
“Ethics Quick Test”
 If you know it’s wrong, don’t do it!
 If you’re not sure, ask.
 Keep asking until you get an answer.
Cited from The Values and Ethics of TI, a tear out card from a 14-page booklet distributed by Texas Instruments since 1961
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Decision Making Tools
Decision-Making Checklist
1. Recognize and clarify the dilemma.
2. Get all the possible facts.
3. List all options.
4. Test each option by analyzing consequences:
 Is it legal?
 Is it beneficial?
 Would I want to be treated this way?
5. Make the decision.
6. Double-check your decision by asking three questions:
 How would I feel if my decision appeared on the front page of
tomorrow’s newspaper?
 Would I be comfortable if my children or parents learned about
this decision?
 Does this make me feel bad?
7. Take action.
Adapted from Managing Organizational Behavior, J. Shermerhorn, J. Hunt, and R. Osborn, 1994
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Decision Making Tools
Adapted from: You Want Me To Do What?, Nan DeMars, 1997
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When It’s Your Supervisor
1. Give your supervisor a chance to retract the request (You want me
to…?).
2. Begin by saying “no.”
3. Pick a good time to discuss your disagreement.
4. Thank your supervisor for meeting with you.
5. Define your ethical expectations.
6. Express concern about your supervisor’s reputation.
7. State the problem clearly and briefly.
8. Ask questions, acknowledge you may have misunderstood the
situation.
9. Suggest a solution agreeable to both of you.
10. Ask for a commitment to action.
11. Thank your supervisor for making an effort to understand your
concern.
Adapted from You Want Me to Do What? Nan Demars, 1997
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A Dilemma…
A colleague told me in confidence
that he was struggling financially and
used the PCard to purchase gas so
he can get to work and to pay for
some prescriptions. He is providing
a cash reimbursement.
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A Dilemma…
I have noticed an extraordinary
amount of charges related to data
processing costs. I suspect that
there have been some fraudulent
purchases but I don’t want to get
involved in any investigation.
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Resources
Procurement and Contracting Department http://www.pacs.arizona.edu/
Purchasing Code of Ethics http://pacs.arizona.edu/purch/home.htm
UA Ethics and Compliance Hotline – 24hours a day, seven days a week
(886) 364-1098
University of Arizona Police Department
Non-emerg 621-UAPD (621-8273) http://www.uapd.arizona.edu/
Office of Institutional Equity
621-9449 http://equity.arizona.edu/
Human Resources
621-3662 http://www.hr.arizona.edu/
Risk Management and Safety Department
621-1790 http://risk.arizona.edu/
Ombuds
626-5589 http://ombuds.web.arizona.edu/
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What would you do?
What are the ethical issues?
What would you initially do?
What most influenced your decision?
Was this a difficult decision? Why? Why not?
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What would you do?
What are the ethical issues?
What would you initially do?
What most influenced your decision?
Was this a difficult decision? Why? Why not?
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