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Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Step outside yourself (check perceptions against reality)
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•Keep your ego in check (be accountable to others)
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•Take a long term perspective (allow space for relection and
deliberation)
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•Apply rational remedies to overcome your cognitive biases
Component 3: Moral Motivation
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•Deinition: motivation to follow through on choices; giving moral
considerations priority
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•Key barrier to follow through: self-interest (moral hypocrisy)
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•Factors that promote follow through
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•Rewards for ethical behavior
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•Moral emotions which increase motivation
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• Other-sufering (pro-social) emotions--sympathy, empathy,
compassion
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• Self-conscious (self-blame) emotions—shame,
embarrassment, guilt
Tips for Increasing Your Moral Motivation
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•Put moral integrity above moral hypocrisy
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Seek out ethically rewarding environments
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•Reward yourself for doing the right thing
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•Harness the power of moral emotions to encourage follow through
Component 4: Moral Character
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•Deinition: executing the plan
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•Must overcome opposition, fatigue and distractions
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•Keys to execution
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•Persistence
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•Competence
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•Implementation skills
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•Stand up for your values
Tips for Fostering Your Moral Character
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•Take a look at your track record--take steps to improve
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•Believe that you can have an impact
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•Take personal responsibility—don’t shift the blame or excuse your
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
behavior
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•Watch your language—avoid euphemisms and dehumanizing talk
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•Master the context to better respond
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•Be good at what you do to earn the right to be heard
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•Develop your voice—anticipate values conlicts and prepare for them
Decision-Making Formats
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•Designed to enhance ethical performance while helping us avoid
decision making blunders
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•Step by step procedures
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•Five formats
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•Kidder’s Ethical Checkpoints
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•The Lonergan/Baird Method
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•The Moral Compass
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•The Foursquare Protocol
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•The Five “I” Method
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
Kidder’s Ethical Checkpoints
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•Checkpoint 1: Recognize That There Is a Moral Issue
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•Checkpoint 2: Determine the Actor
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•Checkpoint 3: Gather the Relevant Facts
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•Checkpoint 4: Test for Right-Versus-Wrong Issues
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•Checkpoint 5: Test for Right-Versus-Right Paradigms
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•Checkpoint 6: Apply Resolution Principles
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•Checkpoint 7: Look for a Third Way (Investigate the “Trilemma” Option)
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•Checkpoint 8: Make the Decision
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•Checkpoint 9: Revisit and Relect on the Decision
The Lonergan/Baird Method
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•Act as a natural scientist
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•Empirical (observe)
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•Intellectual (generate hypotheses and develop understanding)
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•Rational (make a judgment)
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Responsible (take action)
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•Framework
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•Step 1: Be attentive—consider what works—or doesn’t
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•Step 2: Be intelligent—sort through the data
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•Step 3: Be reasonable—evaluate the options
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•Step 4: Be responsible—act with courage
The Moral Compass
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•Make sure that ethical considerations are factored into every
organizational decision
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•Moral Lenses
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•Lens 1: Purpose—Will this action serve a worthwhile purpose?
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•Lens 2: Principle—Is this action consistent with relevant principles?
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•Lens 3: People—Does this action respect the legitimate claims of the
people likely to be afected?
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•Lens 4: Power—Do we have the power to take this action?
Foursquare Protocol
Craig E. Johnson, Organizational Ethics, Third Edition
Instructor Resource
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•Protocol = procedures used to make ethical decisions
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•Protocol Element One: Close description of the situation
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•Protocol Element Two: Gathering accumulated experience in similar
situations
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•Protocol Element Three: Recognizing the signiicant similarities
between the current problem and past ones.
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•Protocol Element Four: Situating yourself to decide
The Five “I” Format
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•Identify the problem and set goals for the decision-making process
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•Investigate the problem by analyzing it and collecting additional
information; develop criteria for judging solutions
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•Innovate by generating a variety of solutions
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•Isolate a solution using criteria developed in the investigate stage
