The Public Servant And Public Interest

However in this case, there exists a standardized and published code of ethics created by the ICMA to provide consistency and uniformity with regard to professional local government management. In an evolving and contradictory political climate such as that which existed in the town of Dover, the principles expressed in this code of ethics serve as a fair and objective guideline by which difficult decisions can be based on. Therefore, there should generally not be circumstances where ethical considerations are sacrificed on the basis of a given individual or group’s perception of the best possible outcome for the community. Much like a constitution, the ICMA Code of Ethics gives decision makers a tangible reference and provides a scale of ethical justice on which conflicting opinions can be weighed against each other.

The case "The Limits of Public Service Discretion: The Silver Affair" exemplifies the complexity of the framework "Getting to Yes" in negotiations. For the most part, Silver was successful with the method of separating the people from the problem. Silver faced issues created by the strong emotional attachment to the problem due to a long history, affiliations, loyalty, reputation, and power. Due to the intricacy of any change process, Silver encountered several problems in negotiation, with each posing difficulties that had to be overcome with skilled negotiation tactics: permission by Headquarters to change existing policies, implementing the policy in the field, obtain final approval by Headquarters, and the Headquarter director 's attempt to gain political resources. During each step, Silver applied the framework of "Getting to Yes" and had to decide on whether to compromise, collaborate, or stand firm. Silver showed that negotiation is not a straight forward process, but rather a combination of several approaches depending on the parties ' responses. During difficult times, Silver used Fisher and Ury 's method negotiation jujitsu, which applies the philosophy of martial art to the art of negotiation. Silver dealt with hard bargaining; opponents used tactics such as deliberate deception (dubious intentions), psychological warfare (threats), and positional pressure tactics (refusal to negotiate and a calculated delay) (Fisher & Ury, 2012). These hard bargaining tactics

Setting higher standards for those persons in positions of authority and power over the public establishes a prescribed set of standards for which the public expects to be upheld if authorities are to successfully exude their power and authority over the people. Williams and Arrigo state “Along with power comes an increased responsibility to use it in appropriate ways” (2012). As can be seen in current events, when officials abuse the authority by excessive use of force, kickbacks, or unethical or immoral behavior, the public loses trust and respect for the system as a whole, not just for the individual or individuals in question. An expectation of increased morality and value is expected in persons holding positions where the enforcement of laws, societal values and morals are rendered. Williams and Arrigo further state “…with the presence of increased power, discretion, and thus opportunity, the need for morality increases considerably”

Pfiffner, J. P. (1999). The public service ethic in the new public personnel systems. Public

The case of the State Alcohol Board Inspector shows how mixing position, charitable solicitation, and the slippery slope of perception can blur the line of professional ethics.This example provides a cautionary tale of public servants, administrators and using their influence implicitly. There is a potential ethical conflict of interest when Mary is attempting to save time. Is her decision to drop off invitations to a local animal shelter gala, and solicit contributions, while performing her duties as an inspector ethically wrong? Is this outside the realm of her responsibilities and obligations as an inspector? As her manager, do I have the right to be uncomfortable ethically as I witness what Mary is doing? These are some of the questions; public administrators have to be aware of in the ethical decision-making process. Granted, this is not a case of “administrative evil” that Kennedy warns about in American Public Service (Kennedy, 2011). However, this case serves to point out how ignored ethical

Ethics are the standards set by a specific institution that provides clear guidelines for acceptable behaviors. James Svara outlines 4 dimensions of ethics as duty, virtue, principles and benefit to society. Each of these dimensions are standard of exceptional public service. At the core of all ethics in bureaucracy is the commitment to provide the greatest good for the greatest number. Moreover, Public Administrators are responsible for countless tasks to ensure that all recipients of a bureaucratic service are treated objectively. Unfortunately, not all Public Administrators illustrate exemplary behaviors conducive to incomparable public service. Theoretical considerations are best used to observe human nature and public administration

From Kennedy’s perspective “A constitutional ethic of public service means first to respect rights and procedure (Kennedy, 2011).” This is a black and white point of view that categories public administration into rules and regulations or the constitution. Although, I believe that this concept is the best to follow, today’s politics control our public administrators. “The public interest is thus a balance of several values, but they begin with respect for rights and process (Kennedy, 2011).” I disagree with Kennedy’s concept in practice. In practice the politician’s interest and ethics are far more valuable than rules and regulations. What is best for the public sector is more often an ethical dilemma than a constitutional one.

Stillman, II, Richard, J. (2005). Public administrationconcepts and cases (8th ed). Boston, MA: Houghton Mifflin co. pp 132 -

No matter what profession is there are always a few who do not tend to their job in the appropriate manner. However, few positions have authority over the general public. It is important to make sure that any person who holds a position of authority in the American government has a great character. Good Ethics are a great foundation for this concept.

The article presented by Bowman and West (2009) provides a glimpse into the policies and processes that govern “political activities of civil servants…and protect the public from partisan administration of law” (p. 52). As I reflect on the history of the Hatch Act, I argue the justification for the legislation not only seems relevant, but also may serve as a critical “safeguard” in our era of growing political division. The study introduces the “ethics triangle” and the three theories derived from the model for structuring a sound assessment of the Hatch Act: result-based ethics, rule-based ethics, and virtue-based ethics. Nevertheless, the beliefs and values that define an individual will not simply be trumped by altruistic intentions. Often one must be reminded of the intent behind their appointment and the associated responsibilities to guide their actions. A sentiment echoed by Jackson in the article by Bearfield (2009). Political divide affects all factions of government, and is exacerbated by the growing loyalty to partisan politics that hinders the legislative process.

I agree with the author that any public official must have good moral and ethical standards so that he can work for the betterment of the people entrusted in his care, however it would be naïve to assume that he would never have to sacrifice on the ethical front for the “greater good.”

This plurality increases the need for a dialogical approach to public administration in a renewed attempt to better understand the limitations of its own past as well as the current methods employed (Woller & Patterson, 2000). External and internal controls are important ways to ensure public administration members have checks and balances to the personal discretion that they are required to use as a way of adapting to and compensating for frequently changing needs of the people they serve. Many who discuss ethics have argued against the modern tendency to view problems as having one right answer, in favor of encouraging those faced with ethical dilemmas to consider the possibility that there might be multiple correct choices available to address many issues (Cooper, 2012; Gilligan, 1987). For some, one potential option to assist in the development of higher forms of internal control is the implementation of a religious-based morality to guild them in engaging in responsible

Research indicates that the behavior of one’s superiors is among the strongest influences on ethical behavior, playing a larger role than the behavior of peers or even one’s personal ethical frameworks (Arlow & Ulrich, 1988; Brenner & Molander, 1977; Posner & Schmidt, 1984; Vitell & Festervand, 1987). Hart (2001) believes ethics cannot be effective without proper leadership. According to Rosenbloom (1989) ethics can be considered as a form of self-accountability or an “inner check” of the conduct of public administrators. Ethics are statements, written or oral, that prescribe or proscribe certain behaviours under specified conditions (Nigro & Nigro, 1989, p.37). The success of ethics programs in any organization lies with committed leadership (Lewis, 1999; Hejka-Ekins,

Often times, in the public administration field, ethics are forgotten and tend to stay out of the picture when discussing policies. Policies are often made by step-by-step processes and provide little ways to be adaptable and are not flexible. In Ethics in the Public Service: The Moral Mind at Work (1999), Garofalo and Geuras seek to bring ethics back to the table and provide new and improved ways to include ethics into the public administration field (p. 1). They specifically focus on philosophical theories that may be applied to public administration, while also analyzing and critiquing them. Philosophy is a major focus they emphasized in all 5 of the chapters in the book.

External controls: The typical American response to the discovery of breaches of ethical conduct is to adopt new legislation, make new rules, or issue new regulations. And perhaps the second common recourse is to rearrange the organizational structure or create new organizations to establish more careful monitoring. It’s an attempt to impose on the conduct of individual public servants constraints that originate from outside themselves. Internal controls: Still, we sometimes, although less often, witness a different response to ethics scandals: an attempt to cultivate and strengthen the professional values and standards of people in public service through training and professional socialization. Internal control refers to procedures or practices