Ethical Decision-Making Model

The method of ethical decision making which was developed by Dr. Cathryn A. Baird presented two components contained in all ethical decisions which are; The Four ethical Lenses and the 4+1 Decision process. The Four Ethical Lenses issue claims that different ethical theories and the means in which we tend to approach the situations which form part of our ethical traditions are looked at in four different perspectives. From each perspective there are different values on which to decide whether the action taken is either ethical or not and each lens also lays emphasis on determining whether the decision made is of ethical requirement. In the 4+1 Decision Process, people who are responsible for making final decisions in an organization do it

The issue of ethical decision making has become more important in recent years for a variety of reasons. An understanding of ethical decision making in organizations is more significant to the development of organizational science. Managers engage in decision-making behavior affecting the lives and well-being of others. The individual responds to an ethical dilemma with cognitions determined by his or her cognitive moral development stage.

It is important to look at ethical dilemmas in a systematic way, thus increasing the chance of achieving a solution that gives the best possible outcome. An ethical problem solving model taken from American sources (Paradise and Siegelwaks, 1982; Austin et al., 1990) was used to develop a six-step process to follow, in order to achieve this (Bond 2010, pg. 227). This process informs this paper, and I am in the role of counsellor.

Apply the ethical decision making model presented in week one lectures (adapted from Beemsterboer, 2010; Velasquez et al, 2009) to the case study.

In order to make ethical decisions, it is helpful to think about several questions, including: 1) who will be impacted by the decision, 2) who will benefit from the decision, and 3) who will suffer from the decision.

Conditions: As a leader faced with a situation which requires you to make an ethical decision.

Making sound ethical decisions require an intentional process that utilizes thoughtful reflection, supervision/consultation, and action. Many ethical decision making models exist and the seven-step model introduced by Forester-Miller and Davis (1996) is a succinct amalgamation of these earlier models. The model by Forester-Miller and Davis (1996) follows seven progressive steps: (a) identify the problem, (b) apply the ACA Code of Ethics (2014), (c) determine the nature and dimensions of the dilemma, (d) generate potential courses of action, (e) consider the potential consequences of all options and determine a course of action, (f) evaluate the selected course of action, and (g) implement the course of action.

It goes without saying that at some point in a counselor career, he or she can expect to be faced with an ethical dilemma. Ethical decisions are rarely easy to arrive at, as the dilemmas a counselor is faced with can be very complex

The Baird Decision Model comprises five cumulative steps by being: attentive, intelligent, reasonable, responsible, and awareness (Ethics Game, n.d). Moreover, the design behind the decision model is to use ethics to assess complex situations, where personal values compete to find the appropriate solution (Ethics Game, n.d). However, four ethical views assist in ethical decision-making: rights and responsibility lens, results lens, relationship lens, and the reputation lens (Ethics Game, n.d).

Management constitute amongst major components of a company, organization or a business. As such, management oversees employees interactions with their supervisors and also control of people within a particular organization. Also, it includes critical and ethical decision-making process so as to address various ethical dilemmas experienced by employees while undertaking their respective assigned duties within the company. Ethical dilemmas are hereby to stay as issues usually arise now and then and place a variety of options that bear different repercussions. Therefore, it calls for ethical and critical decision-making skills so as to make the most appropriate option that bears more benefits in comparison to other options presented. While making ethical decisions, it 's substantially important to play heed to a certain ethical decision-making theory. This would enable an individual making the decision to ripe best possible consequences rather than living to regret. Moreover, ethical decision making is typically important in business as making a wrong decision may result not only in huge losses but also poor relationship amongst colleagues and miserable life for employee(s) working in a particular company or business in question.

I will use the “Practisioner’s Guide to Ethical Decision Making” model of Holly Forerster-Miller and Thomas

A few problems arise when one tries to make an ethical decision, especially as a leader. First, ethics may mean different things to different people. For example, my religious and spiritual beliefs are the foundation for what I deem ethical. However, for someone else, ethics might be based on laws or their own personal understanding of what is

Any decision affecting other people has ethical implications, and virtually all-important decisions reflect the decision maker's sensitivity and commitment to ethics. These decisions can be evaluated in terms of adherence to the six core ethical principles — trustworthiness, respect, responsibility, fairness, caring and citizenship (Josephson's, 2002).

I choice to use the Seven Step Model of a Decision-Making Model for Resolving Ethical Issues in order to define what is ethical in this case study.

One of the models that can be used in making ethical decisions is the Rest Model (Jones 3). This involves four steps. One of them is recognizing the moral issue. This is where the leader has to know the moral issue of concern to the people, and therefore as he makes the decision, these issues will be considered. These issues can be identified through various forums such as dialogue with the people, data collection and analysis as well as looking at previous cases that have been handled on the same issue (Norcia 4). Secondly, the model posits that the leader should make a moral judgment. This means that he analyzes the issue at hand and looks at the possible outcomes of whatever decision he makes. From the definition of what a moral decision is he should ensure that the decision leads to the good rather than harm to the people involved. Any decision that can bring negative outcomes should be automatically neglected, even if it