Reference no: EM131065404

1. Jay's boss is an acknowledged expert in the field of data analysis. Jay is the leader of a group that has been charged with developing a new catalyst system. So far the group has narrowed the candidates to two possibilities: catalyst A and catalyst B. The boss is certain that the best choice is A, but he directs that the tests be run on both catalysts "just for the record:' Owing to the fact that inexperienced employees run the tests, the tests take longer than expected, and the results show that B is the preferred material. The engineers question the validity of the tests, but because of the project's timetable, there is no time to repeat the series. The boss directs Jay to work the math backward and come up with phony data to justify the choice of catalyst A-a choice that all the engineers in the group, including Jay, fully agree with. Jay writes the report.

What would you do?

A. Write the report as directed by the boss?

B. Refuse to write the report, because to do so would be unethical?

C. Write the report, but also write a memo to the boss stating that what is being done is unethical-to cover you in case you are found out?

D. Write the report as directed, but refuse to have your name on it as the author?

E. Go over your boss's head and report that you have been asked to falsify records?

F. Do something else? (If so, what?)

Use one or more of the following heuristics he four virtues, four-component model, evaluation checklist, ethics checklist, and/or the five P's to help you analyze each of these options.

Problem adapted from Chemical Engineering, p. 132, September 1980.

The Four Classical Virtues

Seebaner and Barry' provide a simple model for the origin of moral action, in Which emotions and mind feed into will, decisions', and actions'. They also discuss how these components depend on four classical virtues:

• Prudence: Thinking about a moral problem clearly and completely

• Temperance: Avoiding either being rash or suppressing our emotions

• Fortitude: Not moving blindly away from something we do not like

• Justice: Having the will to act in truth on the way things actually are and to act with fairness to all concerned

After discussing the four virtues in detail, these authors put forth a key principle: "People should always decide and act according to these virat the e tues as thial far  possible." Thus Seebauer and Bany describe another way of looking decision-making process namely, as a "four-component model":

• Sensing the presence of moral issues (I had not thought about . . .)

• Reasoning through the moral issues (the four virtues and the five P's)

• Making a decision

• Following through on the decision

We could also use the K.T. decision analysis technique in Chapter 8 to help us make the decision and the implementation procedure discussed in Chapter 9 to help us carry through on our solution.

Ethics Checklist

In their book The Power of Ethical Management,2 Blanchard and Peale offer a set of guidelines to help us quickly sort through the issues at hand and reach an ethical solution. These guidelines also help us to uncover the moral issues that the decision entails by providing the five P's and a checklist of questions to consider.

Ethics Checklist2

- Is it legal? Will I be violating either civil law or company policy?

- Is it balanced? Is it fair to all concerned in both the short term and the long term? Does it promote win/win relationships?

- How will it make me feel about myself? Will it make me proud? Would I feel good if my decision were published in the newspaper? Would I feel good if my family knew about it?

If the answer to the first question could be interpreted from any viewpoint or appearance as "No, it is not legal," then there is no need to proceed to the second and third questions. However, if the solution is legal and does not violate company Policy, then the second question raises the flag if a decision greatly benefits one person or company, but unfairly takes advantage of others. That is, it may eventually come back to haunt that individual or company (e.g., excessive interest rates on overdue credit cards). Blanchard and Peale's last question is meant to activate our sense of fairness and make sure that out self-esteem is not eroded through an unethical decision. This ethics checklist helps us address one of the knottiest problems in business: How can we get acceptable bottom-line results and stay competitive, while at the same time making sure we are being ethical?

The Five P's Blanchard and Peale identify five P's that need to be considered in analyzing the solution to the problem at hand: purpose, pride, patience, persistence, and perspective. The five P's table gives a list of questions for us to answer that will help us further evaluate our solution.

To facilitate the ethical evaluation process, try asking someone to critique your answers to each of the questions for the five P's. This person (called an advisor) could play a passive role-simply listening to your explanation-ot an aggressive role-actively questioning your every point. Even when the advisor listens in a passive mode, the mere fact that you must verbalize the application of the five P's to your situation will help improve your evaluation process.

Purpose: What is the objective for which you are striving? Are you comfortable with that as your purpose? Does your purpose hold up when you look at yourself in the mirror? (This P involves the virtue "prudence.")

Can you take pride in the solution you have developed? Is there any false pride or self-doubt involved? (This P can be related to the virtue "justice.")

Have you taken the time to think through all the ramifications of Are you sticking to your guns and not being dissuaded by other demands? Have you given up too soon on finding a solution that is fair and balanced to all concerned? (This P draws from the virtues "temperance" and  "fortitude.")

Perspective: Have you taken the time to focus inside yourself to be sure everything, fits with your ideals and beliefs? How does the solution fit into the "big picture"? (This P can be related to the virtues "prudence" and "justice.")

Perspective Perspective (the fifth P) is the hub around which the other P's rotate. Part of is developing the inner guidance that is awakened by the other P's and that helps us see things more clearly.