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VE Module 4

This document covers topics related to ethical decision making. It provides seven steps for making ethical decisions: stop and think, clarify goals, determine facts, develop options, consider consequences, choose, and monitor and modify. It discusses challenges to implementing codes of conduct, including issues with culture, design, and enforcement. Methods for preventing corruption and crime are also outlined, such as empowering citizens, streamlining processes, using technology, and aligning incentives.

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Kshitij Negi
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59 views

VE Module 4

This document covers topics related to ethical decision making. It provides seven steps for making ethical decisions: stop and think, clarify goals, determine facts, develop options, consider consequences, choose, and monitor and modify. It discusses challenges to implementing codes of conduct, including issues with culture, design, and enforcement. Methods for preventing corruption and crime are also outlined, such as empowering citizens, streamlining processes, using technology, and aligning incentives.

Uploaded by

Kshitij Negi
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MODULE 4

TOPICS TO BE COVERED
 Ethical Decision making
 Challenges in its implementation
 Prevention of Corruption &Crime

ETHICAL DECISION MAKING


Making ethical choices requires the ability to make distinctions between
competing options. Here are seven steps to help you make better decisions:
1. Stop and think: This provides several benefits. It prevents rash
decisions, prepares us for more thoughtful discernment, and can allow us
to mobilize our discipline.
2. Clarify goals: Before you choose, clarify your short-term and long-term
aims. Determine which of your many wants and "don't wants" affected by
the decision are the most important. The big danger is that decisions that
fullfill immediate wants and needs can prevent the achievement of our
more important life goals.
3. Determine facts: Be sure you have adequate information to support an
intelligent choice. To determine the facts, first resolve what you know,
then what you need to know. Be prepared for additional information and to
verify assumptions and other uncertain information. In addition:
o Consider the reliability and credibility of the people providing the
facts.
o Consider the basis of the supposed facts. If the person giving you
the information says he or she personally heard or saw something,
evaluate that person in terms of honesty, accuracy, and memory.
4. Develop options: Once you know what you want to achieve and have
made your best judgment as to the relevant facts, make a list of actions
you can take to accomplish your goals. If it's an especially important
decision, talk to someone you trust so you can broaden your perspective
and think of new choices. If you can think of only one or two choices,
you're probably not thinking hard enough.
5. Consider consequences: Filter your choices to determine if any of your
options will violate any core ethical values, and then eliminate any
unethical options. Identify who will be affected by the decision and how
the decision is likely to affect them.
6. Choose: Make a decision. If the choice is not immediately clear, try:
o Talking to people whose judgment you respect.
o Think of a person of strong character that you know or know of, and
ask your self what they would do in your situation.
o If everyone found out about your decision, would you be proud and
comfortable?
o Follow the Golden Rule: treat others the way you want to be
treated, and keep your promises.
7. Monitor and modify: Ethical decision-makers monitor the effects of their
choices. If they are not producing the intended results, or are causing
additional unintended and undesirable results, they re-assess the situation
and make new decisions.

CHALLENGES IN IMPLEMENTATION
There are three main areas that can create an obstacle to put codes into
practice: culture, design and enforcement.

CULTURE
Often, newly implemented codes of conduct do not immediately gain the respect
or support of public officials
In Brazil, drafters of the code of conduct feared backlash from senior officials
who would view the code as a critique of their personal morals and an
infringement on their prior freedom.
When codes are first put in place, they may also cause the public to perceive
that corruption has increased among public servants as more cases are revealed
– although these are the same problems of the past, only now revealed.

DESIGN
Frequently, new codes of conduct do not include informal, cultural rules that
have developed over time in a political system.
In Lithuania, for example, the code of conduct remains inefficient because
unofficial practices are applied more often than those included in the code.
Many other countries face challenges with keeping their codes up to date and
able to address emerging problems for ethical breakdowns, such as the use of
low-interest bank loans and other soft perks (discount/free event tickets, etc.).

ENFORCEMENT
Enforcing a code of conduct can also present challenges. For example, a civil
service commission or external agency tasked to implement the code may fall
short in fulfilling its duties if it is subordinate to other government ministers.
When an enforcement body exists as part of the legislature (as in the case of the
United Kingdom), there is a risk that its decisions become politicized.
As a result of the self-regulating nature of codes, the “regulator” of the code may
be the same bodies and individuals that are to be “regulated”. This becomes
ever more challenging when the codes do not specify clear sanctions for
infractions, increasing the discretionality of the regulators.
PREVENTION OF CURROPTION AND CRIME
1. Corruption is not only about bribes: People especially the poor get hurt
when resources are wasted. That’s why it is so important to understand the
different kinds of corruption to develop smart responses. 
 
2. Power of the people: Create pathways that give citizens relevant tools to
engage and participate in their governments – identify priorities,  problems and
find solutions.
 
3. Cut the red tape: Bring together formal and informal processes (this means
working with the government as well as  non-governmental groups) to change
behavior and monitor progress.

4. It’s not 1999: Use the power of technology to build dynamic and continuous
exchanges between key stakeholders: government, citizens, business, civil
society groups, media, academia etc.
 
5. Deliver the goods: Invest in institutions and policy – sustainable
improvement in how a government delivers services is only possible if the people
in these institutions endorse sensible rules and practices that allow for change
while making the best use of tested traditions and legacies – imported models
often do not work.
 
6. Get incentives right: Align anti-corruption measures with market,
behavioral, and social forces. Adopting integrity standards is a smart business
decision, especially for companies interested in doing business with the World
Bank Group and other development partners.
 
7. Sanctions matter: Punishing corruption is a vital component of any effective
anti-corruption effort.
 
8. Act globally and locally: Keep citizens engaged on corruption at local,
national, international and global levels – in line with the scale and scope of
corruption. Make use of the architecture that has been developed and the
platforms that exist for engagement.
 
9. Build capacity for those who need it most: Countries that  suffer from
chronic fragility, conflict and violence– are often the ones that have the fewest
internal resources to combat corruption. Identify ways to leverage international
resources to support and sustain good governance.
 
10. Learn by doing: Any good  strategy must be continually monitored  and
evaluated to make sure it can be easily adapted as  situations on the ground
change.

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