Marcus, Managing Business Ethics, 1e SAGE Publishing, 2021
Instructor‘s Manual Managing Business Ethics Making Ethical Decisions 1st Edition Chapter1-10
Chapter 1: A Common Sense Approach to Business Ethics An Introduction to the Chapter Main Purpose The main purposes of this chapter are (1) to show students what ethical dilemmas in business are and how hard they are to resolve, (2) introduce the common sense weight of reasons (WOR) framework to approaching ethical dilemmas, and (3) illustrate how to use this framework by going through the example in the chapter of the medical sales call.
Suggested Teaching Strategy Indicate to students that the beginning point in business ethics is recognizing that an ethical dilemma exists. The tendency to not consider the ethical aspects of business decisions is great. However, doing so can hurt one‘s mental health. Instruct students that the way to identify an ethical dilemma is to realize it involves harm to someone, perhaps both oneself, the organization for which one works, and others whom you and your organization affect. Indicate to students that you do not think most of them are psychopaths and that they do not want to cause harm, and if they do cause harm they want to minimize it.
Marcus, Managing Business Ethics, 1e SAGE Publishing, 2021 Stress that it is hard to resolve ethical dilemmas because there are no simple solutions, nor is there a final resolution in most instances. Resolving ethical dilemmas whether at an individual or business unit level is hard work. It requires judgement. Usually it requires the repeated use of judgement. It is not a one-time effort. Introduce the common sense WOR framework as a useful tool for making ethical decisions is business. Note that applying it well is not likely to be simple. Make the point that making ethical decisions typically involves hard choices that apportion costs and benefits to different groups and individuals. They can have a tragic dimension in that we must choose whom to hurt and benefit and in what proportions. Emphasize that you should not always trust your intuitions in making ethical choices and should be wary of self-serving rationalizations. In using the WOR framework, push students to get beyond quick fix solutions and move them toward addressing root causes. Tell them that it is not a bureaucratic exercise in checking boxes, but that it requires imagination and creativity. Explain the framework is best applied not by oneself, as that can increase the tendency to engage in self-serving rationalizations, but rather in groups where mutual criticism and the exchange of ideas can take place. Make the point that ideally all the elements in the framework should be covered systematically. Covering all the elements in a holistic manner is a way to exercise ethical due diligence. Nevertheless, even using parts of the framework can improve decisions. Questions posed by the framework include: ―Have we defined the issue
Marcus, Managing Business Ethics, 1e SAGE Publishing, 2021 correctly?‖ ―Have we considered all the facts?‖ ―Is the action we are considering consistent with our principles?‖ and others. Review the analysis of the medical sales call dilemma in the chapter and ask students to what extent they agree with the approach taken. Ask them in what ways they think the analysis is mistaken. Would they have applied the WOR framework differently? Come back to the point that it is very hard to know and predict all the consequences of our actions and thus in the end our principles must guide what we do. Go through the pros and cons table and show students how they can use it.
Chapter Learning Objective and Key Concepts LO 1.1: Explain why it is difficult to make ethical choices. Key Concepts o Dilemma: a particular type of unstructured decision in which one has a clear understanding of the problem but cannot decide between alternative courses of action, because all have undesirable aspects.
LO 1.2: Describe what an ethical decision is. Key Concepts o Decision: A specific commitment to action. o Decision process: A set of actions that begins with the identification of a stimulus for action and ends with the specific commitment to action.
Marcus, Managing Business Ethics, 1e SAGE Publishing, 2021 o Ethical decision: A decision which the decision-maker perceives as involving questions of good and bad, right and wrong. o Unstructured decision: A decision for which there is no predetermined and explicit set of steps within the organization.
LO 1.3: Recognize the tragic nature of ethical decision-making: Someone may be hurt. Key Concepts o Common sense ethical decision-making: Ethical decision-making that involves: knowing when to trust your intuitions and when to engage in reasoning; doing the best you can with the resources you have; and coming up with quick fixes and also over time developing long-term solutions that address underlying root causes. o Bounded rationality: Limited cognitive capacity.
LO 1.4: State why intuition must be supplemented by reason in making ethical choices. Key Concepts o Self-serving rationalization: After-the-fact justification of intuitive decisions.
Marcus, Managing Business Ethics, 1e SAGE Publishing, 2021
LO 1.5: Explain how the weight-of-reasons framework leads to addressing root causes and not just implementing quick fixes. [No new concepts]
LO 1.6: Apply the weight-of-reasons framework for ethical decision-making. Key Concepts o Weight of reasons framework: A common sense approach to ethical decisionmaking in which one asks the following questions: What is the key ethical issue we face? What are the major facts that have bearing on this issue? What are the main options to address it? What are the likely consequences – the pros and cons of following through on these options? What key principles must we uphold regardless of the consequences? What should we do now? What must be done over time to address the issue‘s root causes? What can be learned that is of lasting value to ourselves and our organizations from engaging in this process? o Sensemaking: The process of identifying, interpreting, and acting upon information from the external environment. o Sensebreaking: Occurs when the sensemaking process is disrupted by an unusual event or contradictory evidence.