Chelst & Canbolat Value Added Decision Making 04/08/12 1 Chapter 16 Author: Dean Pichette Chapter 16...
-
Upload
emily-griffith -
Category
Documents
-
view
214 -
download
0
Transcript of Chelst & Canbolat Value Added Decision Making 04/08/12 1 Chapter 16 Author: Dean Pichette Chapter 16...
Chelst & Canbolat Value Added Decision
Making
04/08/12 1Chapter 16Author: Dean Pichette
Chapter 16Ethical Decisions
Not interested in classical unethical behavior (criminal activities) and big issues Shuttle disasters
Incorporate ethical values in a decision
List of ethical values to consider
Recognize there are ethical issues
Identify and explore ethical values in conflict
Balance the ethical issues No right answer
Not label decision maker -- unethical
Chelst & Canbolat Value Added Decision
Making
04/08/12 2Chapter 16Author: Dean Pichette
Ethical Issues?
Tim has worked for his present employer for ten years. During this time, he has advanced from trainee to senior engineer. Until approximately five months ago, Tim’s performance had been exceptionally strong but then changed dramatically. Assignment deadlines were missed and those that were turned in were either incomplete or of poor quality. Team members were becoming frustrated because of Tim’s lack of participation. His boss is considering a variety of forms of progressive discipline.
Chelst & Canbolat Value Added Decision
Making
04/08/12 3Chapter 16Author: Dean Pichette
Overview
Decision-making can be difficultMultiple peopleCompeting goalsMultiple objectivesUncertainty
Good ethical decisionsRecognizes and evaluates ethical issuesAppropriate balance between conflicting
values
Chelst & Canbolat Value Added Decision
Making
04/08/12 4Chapter 16Author: Dean Pichette
Ethics Definitions
Morality, norms, principles, and standards
The science of human duty (e.g. political, social, medical)
Rules of conductMoral principlesRightness and wrongness of actionsGoodness and badness of motives
Chelst & Canbolat Value Added Decision
Making
04/08/12 5Chapter 16Author: Dean Pichette
Ethical PrinciplesThe nature of right and wrong
Doing the right thingDoing no harmTelling the truthNot interfering with the rights of
othersObserving the golden rule
Issue: From whose perspective?
Chelst & Canbolat Value Added Decision
Making
04/08/12 6Chapter 16Author: Dean Pichette
Thesis
People strive to make ethical decisions if they recognize there is an ethical dilemma
In the best interest of businesses?It is easier said than done
Values include sources of conflictBias barriersPressure barriers
Policy statements, codes of ethics, and laws cannot prevent breaches
Chelst & Canbolat Value Added Decision
Making
04/08/12 7Chapter 16Author: Dean Pichette
Making Moral Decisions: Awareness through questioning
Am I addressing the right problem? Am I aware of all of the issues? Who will be harmed by this decision? What is the right thing to do? Will I regret this decision later? Would I be embarrassed if my decision became public
knowledge? Do the long-term benefits outweigh the short-term
losses?
Issues: Extent to which values are weighed Moral standards vary among people
Chelst & Canbolat Value Added Decision
Making
04/08/12 8Chapter 16Author: Dean Pichette
Ethical Decision-Making
The Context of Decisions (Guy, 1990)Individual factors:
(knowledge, values, intentions, interests)
Problem Decision Maker Decision
Stakeholders: Opportunity considerations:self, superiors, peers,
subordinates, family, and community
costs, difficulty, customary policy,
and potential consequences
Chelst & Canbolat Value Added Decision
Making
04/08/12 9Chapter 16Author: Dean Pichette
The Four Complex Questions
Which course of action will do the most good and the least harm?
Which alternative best serves other’s rights?
Which plan can I live with, which is consistent with my basic values and commitments?
Which course of action is feasible in the world as it is?
Chelst & Canbolat Value Added Decision
Making
04/08/12 10Chapter 16Author: Dean Pichette
Values: Generally Accepted?
Caring for people in generalPrioritizing others’ needs in a social
networkRespect for othersHarmony and avoidance of conflictHonestyFairnessIntegrity
Which do you think people find most difficult to maintain?
Chelst & Canbolat Value Added Decision
Making
04/08/12 11Chapter 16Author: Dean Pichette
Values (cont.) Generally Accepted?
FidelitySelf-disciplinePromise keepingResponsibilityPursuit of excellenceSurvive, sustain, and thriveResponsible citizenship
Which do you think people find most difficult to maintain?
Chelst & Canbolat Value Added Decision
Making
04/08/12 12Chapter 16Author: Dean Pichette
Biases and Myopia
AssociationsIn-group favoritism
Activity: Describe a situation in your experience where in-group favoritism was ethically justifiable. Activity: Describe a situation in your experience where in-group favoritism was not ethically justifiable.
Chelst & Canbolat Value Added Decision
Making
04/08/12 13Chapter 16Author: Dean Pichette
Biases and Myopia
Conflict(s) of interest(s)Self-deception
EuphemismsGifts
Activity: Describe a situation in which you have observed a conflict of interest in your surroundings at work or in local government.
Activity: Describe an organizational situation in which you or a colleague received a small gift from someone. What do you think the giver was hoping to accomplish?
Chelst & Canbolat Value Added Decision
Making
04/08/12 14Chapter 16Author: Dean Pichette
Biases and Myopia
Estimating consequencesLiesWithholding informationEthical boundaries
Chelst & Canbolat Value Added Decision
Making
04/08/12 15Chapter 16Author: Dean Pichette
Biases and Myopia
Activity: Describe a decision in which you poorly estimated the consequences to others. What was the impact on the recipient? What was the recipient’s reaction to the decision?
Activity: Describe a situation in which you know a lie was told to you or information was withheld but you wish you had been correctly informed.
Activity: Describe a situation in which you felt it was ethically correct to withhold information or lie. How do you think the other person would have felt if he had known the truth?
Activity: Describe a situation where you allowed some leeway or told a white lie that had ethical implications. How did you justify this decision to yourself?
Chelst & Canbolat Value Added Decision
Making
04/08/12 16Chapter 16Author: Dean Pichette
Biases and Myopia
Don’t want to know
Activity: Describe a situation where you became aware of a potentially suspect activity. What action, if any, did you take? What made the decision difficult?
Chelst & Canbolat Value Added Decision
Making
04/08/12 17Chapter 16Author: Dean Pichette
Strategies to Counter Biases
Collect data about yourselfImplicit Association Test
https://implicit.harvard.edu/implicit/demo/Shape the environmentBroaden your decision-making
Overseas assignmentsDiversify decision-making group
Chelst & Canbolat Value Added Decision
Making
04/08/12 18Chapter 16Author: Dean Pichette
Competing Pressures
Time Cost and profit Peers
Activity: Describe a situation where you experienced time pressure to complete an assignment that led to cutting corners that undermined other ethical values.
Activity: Describe a situation where you were faced with cost pressure that had an impact on some other measure in your organization. How did you deal with the tradeoffs associated with this pressure?
Activity: Describe a situation where you faced peer pressure. How did you deal with the pressure? Why did you choose to deal with the situation in this way?
Chelst & Canbolat Value Added Decision
Making
04/08/12 19Chapter 16Author: Dean Pichette
Competing Pressures
FamilyCompetitive
Activity: Describe a situation where you had to make a decision between work and family commitments. How did you deal with the pressure?
Chelst & Canbolat Value Added Decision
Making
04/08/12 20Chapter 16Author: Dean Pichette
Strategies to Counter Pressures
Methodology to focus on the decisionIdentify decision elementsSet prioritiesEvaluate alternativesAlternative trade-offsEvaluate alternatives against priorities
Chelst & Canbolat Value Added Decision
Making
04/08/12 21Chapter 16Author: Dean Pichette
Short Cases
The recently poorly performing employee (personal crisis)
Would your approach be different now?
Placing a relative in a managed care facility
Squeezing suppliers – renegotiating contracts in crisis
Pressure to achieve and ignoring future problems
Chelst & Canbolat Value Added Decision
Making
04/08/12 22Chapter 16Author: Dean Pichette
Short Cases
The design of a powertrain control module includes both hardware and software dimensions. The automotive company decided to develop a common hardware architecture that could be used on all corporate powertrains and would be the means for tailoring the performance to the specific powertrain families. The goal of this powertrain control module strategy was to achieve significant hardware cost reduction via economies of scale. The target cost for the module was $200 and Sam, a newly appointed engineering supervisor, had a stretch objective of $180.
Chelst & Canbolat Value Added Decision
Making
04/08/12 23Chapter 16Author: Dean Pichette
Short Cases
Corporate culture vs. personal ethicsSelecting a supplier (domestic,
developed country, emerging market)The dilemma of being a lean
organization
Chelst & Canbolat Value Added Decision
Making
04/08/12 24Chapter 16Author: Dean Pichette
Short Cases
Ted, an industrial engineer, was ideally suited for his next assignment. His company was under a lot of pressure to reduce their manufacturing costs. Ted had suggested that a good approach to accomplish this objective would be to apply lean manufacturing methodologies.