Sense Making Model

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.

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).

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

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.

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.

Professors Bojan Borstner and Smiljana Gartner of the University of Maribor believe that ethical decision making through critical thinking is proven to be the best way for people to improve themselves as human beings. In fact, some ethics instructors want to teach their students how to project human nature itself, act in accordance with their moral beliefs, and use reasoning and thinking skills to analyze specific problems (Borstner 13). If these main class objectives could affect the curricula of educational institutions worldwide, a majority of students may have a better understanding of virtue, an expanded knowledge of human nature, and more effective communication skills for discussing any current issue. At any educational level, a typical ethics course requires students to enhance their persuasion skills by understanding and taking advanced steps to finding the right solutions to controversial issues. Reasoning skills are the most effective way to personally attain moral values because it enables people to view ethics as a critically reflective thinking process. It also helps individuals express their thoughts and reactions toward each ethical dilemma that they face in their lifetime, yet there are other steps beyond reasoning to successfully handle real-life situations. The most important of these steps are to use case studies and to interpersonally communicate often about the issues

Every day people make decisions that may have profound effect on their personal and/or professional lives as well as the lives of others. The decision people make have a foundation on their personal, cultural, and perhaps organizational values. When these values are in disagreement, an ethical dilemma occurs.

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

Every day we are faced with certain situations that challenge us with how to act in an ethical manner. It can be human nature to feel unsure or conflicted with the correct moral choice. Some can say that one should know how to handle such dilemmas and others may say that there should be a reference of some sort to help guide through such conflicts. Sometimes we know the answers and sometimes we are unsure of how to handle certain situations. Most times we go through life wondering what we should do. As I become further educated on the different theories of ethics, I believe there are answers that are available in guiding one through an ethical dilemma and or judgment. I will discuss Vincent Ruggiero’s three basic criteria, Robert Kegan’s order of consciousness, the three schools of ethics and the correlation between all three.

To compare the efficacy of atomoxetine and methylphenidate in the treatment of ADHD in children (younger than 17 years of age), Faraone and Spencer (2006) conducted a meta-analysis. The researchers focused on placebo-controlled studies, and eliminated research that was not double-blind to improve accuracy. The meta-analysis that was performed involved analyzing 29 literatures that focused on the

When humans hear the term “blind spots,” they often have a flashback to an event in life where they were driving and attempted to merge into another lane. Typically there are two outcomes from this event: the neighboring driver honks to alert that there is an impending car accident or that accident actually occurs. The same can be said for ethical decisions where humans often do not know they are making a decision with ethical implications. Unfortunately, there is usually not another person to honk at us alerting of the impending danger. The book Blind Spots, by Max H. Bazerman and Ann E. Tenbrunsel, explores these blind spots which pervade ethical decision making for individuals, organizations and society. Throughout the book, the authors offer various areas of day-to-day life where unethical gaps thrive and they offer mechanisms to understand and manage these gaps.

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

According to the author of the Sensemaking-Intuition Model, I think the fundamental problems with classical ethical decision-making models are lacks a sufficient theoretical basis for conceptualizing experience. The model focuses on results on a list of critical analysis. However, it doesn't represent the clear definition of ethics found on those theoretical approaches. Since we knew unethical decisions can have a negative affect on the decision makers as well as others, whereas ethical decisions may have the opposite effect. We can understand that the Sensemaking-Intuition Model is a behavior assumed on a dual scale of “collective vs. individual.” In other words, it is saying that all ethical decisions can be evaluate on a scale of individual

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.

All employees (including the company executives) should be guided by moral principles and ethical values when making decisions (Balc & Simionescu, 2012). The ability of executives to make ethical decisions can be influenced by their cognitive bias (Zeni, Buckley, Mumford & Griffith, 2015). Utilitarianism is one of the frameworks that can be used to address ethical dilemmas. Utilitarianism holds that decision makers should take alternatives that maximize the happiness of the majority of the stakeholders (Choe & Min, 2011 and Marques, 2015). This presentation will discuss how the 8-step ethical decision making process can be applied when addressing a dilemma using the utilitarianism framework. The presentation will also guide the executives of Toyota on how to address the negative publicity associated with the production of cars with faulty acceleration system.