| Term | Definition |
|---|
| The belief that the questionable activity is within ethical limits -The belief that the activity is in the corporation's best interest -It creates a team environment whose members stick together and help out those who stray somewhat -The belief that it is in the long term best interests of society and the corporation | How can the modern organization lead to unethical decision making? |
| The well intentioned corporate citizen who crosses moral and legal boundaries in trying to serve his organization -"I was just trying to do my job" justification -Organizations often become unintentional 'incubators' of the problem of dirty hands -We often work under constraints of time and resources and are rewarded for quick and daring actions that quells costly problems | 'Dirty hands' in organizations |
| "The goal must be achieved, at all costs" -Compromise ideals to reach the goal -Business is a game, and a different set of rules apply to it (Carr's game theory) -Distinction between public and private morality | What attitudes lead to dirty hands? |
| Starts with an ethical dilemma -Good versus bad -Majority or all -Rationalizing......... Unethical behaviour that becomes a norm -Supported and practiced by everyone -Difficult to change | Establishing dirty hands in practice |
| Business like a Poker Game (force in hockey or rugby) -Poker rules (no other rules) -Bluffing, strategic deception, exaggeration | Carr's Game Theory |
| Ethicists who seek to interpret business moves as if they were issues to be assessed using everyday ethics fail to take into account the nature of the game -The ethics of business are not those of society, but rather those of the poker game | Rules in the game |
| Poker | Deception in the game |
| Workaholism Groupthink Escalation Process Diffusion of Responsibility | Dirty hands in business |
| Hurrying and remaining busy Taking control Perfectionism Compulsive work behaviour One sided workplace relationships Attempts to change fail Difficulty relaxing Physiological signs Brownouts Self-neglect | Stages of workaholism |
| Workaholism: Not simply self-discipline Working as an 'escape' Only formal relationship Calculator mentality Psychological & health impacts Impact on ethics | What it is and isn't? |
| A restrictive mode of thinking pursued by a group that emphasizes consensus rather than careful and realistic analysis of the decision alternatives. -An excessive like-mindedness in top management groups -Self-assuring & self-congratulatory -Lack of genuine debate | Groupthink |
| Illusion of invulnerability: Grandiosity in management A desire to act unanimously: One voice in the firm Stereotyping others: Top-down hierarchy Pressure on dissidents: Ostracize & reward Willingness to self-censor: Consensus on swift agreement Faulty grasp of moral principles: Homogeneity Mind guards promote smooth continuity: Loyalty vs. merit Intellectualization and rationalization: No critical thinking | Symptoms of Groupthink |
| Foster critical thinking Don't press managers' opinion Assign devil's advocate Insist on open and full participation Reality testing not consensus Second look meeting Examination of decisions Rotation of members Diverse teams | Reducing possibility of groupthink |
| Over-commitment of a manager or organization to a process, because too much has been invested to quit. Situation components Behavioural responses | Escalation |
| Saving face / winning the game Over-commitment Entrapment Inertia | Process of escalation |
| Prior investment In/out choice Uncertainty of outcomes Repeated series of investment decisions | Situational Symptoms |
| Tragedy of commons – Someone else Blame versus reward – passing the buck Over specialization Product / service complaints Deindividualization – Hierarchy or interdependence Moral silence or indifference | Diffusion of responsibility |
| We can not simply assume, that since we are good people, our work in organizations will not lead to 'dirty hands'. Dirty hands is an ongoing moral problem This problem has to be continuously dealt with at multiple levels. | Conclusion |
Combine with other sets
Share on Facebook
Share on MySpace