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Method Three - Twelve Questions to Address Ethical Dilemmas
Laura L. Nash poses 1 questions to help managers address ethical dilemmas.
1. Have you defined the problem accurately?
. How would you define the problem if you stood on the other side of the fence?
Cheap College Papers on Business Ethics in Decision Making
. How did this situation occur in the first place?
4. To whom and to what do you give your loyalty as a person and as a member of the corporation?
5. What is your intention in making this decision?
6. How does this intention compare with the probable results?
7. Whom could your decision or action injure?
8. Can you discuss the problem with the affected parties before you make your decision?
. Are you confident that your position will be as valid over a long period of time as it seem now?
10. Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, society as a whole?
11. What is the symbolic potential of your action if understood? misunderstood?
1. Under what conditions would you allow exceptions to your stand?
(adapted from Nash, L. (181)
Method Three - Twelve Questions to Address Ethical Dilemmas
Laura L. Nash poses 1 questions to help managers address ethical dilemmas.
1. Have you defined the problem accurately?
. How would you define the problem if you stood on the other side of the fence?
. How did this situation occur in the first place?
4. To whom and to what do you give your loyalty as a person and as a member of the corporation?
5. What is your intention in making this decision?
6. How does this intention compare with the probable results?
7. Whom could your decision or action injure?
8. Can you discuss the problem with the affected parties before you make your decision?
. Are you confident that your position will be as valid over a long period of time as it seem now?
10. Could you disclose without qualm your decision or action to your boss, your CEO, the board of directors, your family, society as a whole?
11. What is the symbolic potential of your action if understood? misunderstood?
1. Under what conditions would you allow exceptions to your stand?
(adapted from Nash, L. (181)
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