By Mary E. Guy
This booklet takes a brand new method of ethics by means of targeting the categories of dilemmas that confront humans virtually day-by-day at the task. man offers the 10 middle values that encompass moral dilemmas, demonstrating the best way in that team of workers can sensitize themselves to the values considering an issue and succeed in an answer which maximizes the $64000 values. The author's distinct contribution is to meld philosophy with daily decision-making, supplying the reader a typical feel method of making moral judgements. Real-life case examples illustrate moral dilemmas that contain team of workers practices, organizing concepts, reporting features, supervisory practices, whistleblowing, and extra.
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Consider the well-being of others, including nonparticipants. This rule emphasizes caring and respect for others. Rule 2. Think as a member of the community, not as an isolated individual. This emphasizes loyalty, integrity, respect for others, and responsible citizenship. Rule 3. Obey, but do not depend solely on the law. This emphasizes integrity and responsible citizenship. VALUES, ETHICS, AND PERSONAL RESPONSIBILITY 19 Rule 4. Ask, What sort of person would do such a thing? This emphasizes all the values by calling each into question.
At best, ethical standards are just plain, good common sense. It is tempting to yield to expediency when confronted with a problem, leaving the ethical struggle to someone else. But each time an ethical dilemma is presented, coworkers, superiors, and clients are watching and will note the example provided. Taking ethics into consideration can be burdensome in the short run. But in the long run, it pays off. Dealing honestly with fellow workers and clients creates a feeling of trust that eventually builds stronger relationships between people, regardless of the industry.
Howard Rothstein (1986) reports that time-pressured individuals tend to be more erratic than those who are not hurried. He explains that time pressure has a significant effect on human judgment, because when the time frame is too limited, some pieces of the problem are only partially evaluated. When presented the choice, people will rely on an easy-to-understand decision rule rather than reevaluate a situation from the beginning and look for nuances not immediately noticeable (Arrow and Raynaud, 1986).