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Decision Making

The document outlines a 6-step process for ethical decision making: 1) Define the problem, 2) Identify underlying principles, 3) Identify options, 4) Choose a solution, 5) Implement the solution, and 6) Evaluate the solution. It provides guidance for each step, such as gathering all relevant information to define the problem clearly, considering applicable codes of conduct and policies, evaluating risks and impacts of different options, and creating an implementation plan including means to evaluate effectiveness. The document also distinguishes between structured and unstructured problems as well as programmed and non-programmed decisions.

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simply_coool
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176 views

Decision Making

The document outlines a 6-step process for ethical decision making: 1) Define the problem, 2) Identify underlying principles, 3) Identify options, 4) Choose a solution, 5) Implement the solution, and 6) Evaluate the solution. It provides guidance for each step, such as gathering all relevant information to define the problem clearly, considering applicable codes of conduct and policies, evaluating risks and impacts of different options, and creating an implementation plan including means to evaluate effectiveness. The document also distinguishes between structured and unstructured problems as well as programmed and non-programmed decisions.

Uploaded by

simply_coool
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Ethical Decision Making

Ethical Decision Making


1
Process
Recognizing a Problem & Define the
problem
2 Identify the underlying principles,
legislation and policies
3 Identify and consider the options
4 Choosing a Solution
5 Implementation
6 Evaluating the Solution
Define the problem
Gather as much information as you can that will
illuminate the situation. In doing so, it is important to
be as specific and objective as possible. Writing ideas
on paper may help you gain clarity. Outline the facts,
separating out assumptions, hypotheses, or
suspicions. There are several questions you can ask
yourself:
 What is difficult about the situation?
 What other factors are involved (e.g. whole of
government policy)?
 Who else is involved and what are their points of view
on the matter? Is there a need to work cooperatively?
 What effect does your behaviour have on them
Identify the underlying
principles
After you have clarified the problem, refer to the Code of Ethics to see
if the issue is addressed there. If there is an applicable standard or
several standards and they are specific and clear, following the
course of action indicated should lead to a resolution of the
problem. To be able to apply the ethical standards, it is essential
that you have read them carefully and that you understand their
implications.
If the problem is more complex and a resolution does not seem
apparent, then you probably have a true ethical dilemma and need
to proceed with further steps in the ethical decision making process.
The following area can help to understand the Underlying Principals

 Do your personal interests conflict, or reasonably appear to conflict,


with the public interest?
 What are your duties as a public sector employee?
 Does the Code of Conduct require you to behave in a certain way?
 Is there a relevant guideline, determination or policy?
 Are there any legal implications? Where necessary, seek legal
advice.
Identify and consider the
options
List all alternative options. For each option apply risk
management principles to identify the impact on
different stakeholders, the legal implications and the
relevant principles of the Code of Conduct.
For decisions that could have a large impact, or if you
are still unsure as to the preferred action, get a
second opinion from an independent, trusted
person.
Where necessary, seek advice from manager,
organisation’s human resources unit or ethics
advisor, or other agencies.
Choosing a Solution
Considering the information you have gathered and the priorities
you have set, evaluate each option and assess the potential
consequences for all the parties involved. Ponder the
implications of each course of action for the client, for others
who will be effected, and for yourself as a counsellor. Eliminate
the options that clearly do not give the desired results or cause
even more problematic consequences. Review the remaining
options to determine which option or combination of options best
fits the situation and addresses the priorities you have identified.
 What would your family or chief executive say if your actions
were reported on the front page of a newspaper?
 How will this decision be viewed by future generations?

 Would you be happy if this action was performed on you?


Implementation
 Create a detailed, step-by-step plan for implementing
the solutions you choose
 Who will do what, when, how?

This should include a means of evaluating the solutions


effectiveness by following ways
 Your choice of action must be within the legislation,
policies and guidelines both for your organisation and
the whole of government.
 Your behaviour must reflect the Code of Conduct for
SA Public Sector Employees.
 You must be able to justify your course of action.
Evaluating the Solution

This is done after the solution has been implemented


and involves comparing the results of what
happened to what you expected to happen.

In addition, you would want to consider what you might


do differently if the situation were to occur again.
Types of Problems and
Decisions
 Structured Problems
 Involve goals that clear.
 Are familiar (have occurred before).
 Are easily and completely defined—information
about the problem is available and complete.
 Programmed Decision
 A repetitive decision that can be handled by a
routine approach.
Problems and Decisions
(cont ’d) Problems
 Unstructured

 Problems that are new or unusual and for which


information is ambiguous or incomplete.
 Problems that will require custom-made
solutions.
 Non-programmed Decisions
 Decisions that are unique and nonrecurring.
 Decisions that generate unique responses.
Decision-making
Techniques
Interacting Groups
Typical groups, in which the members interact
with each other face-to-face.
Nominal Group Technique
A group decision-making method in which
individual members meet face-to-face to pool
their judgments in a systematic but
independent fashion.
Brainstorming
An idea-generation process that specifically
encourages any and all alternatives, while
withholding any criticism of those alternatives.

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