Discussion, analysis, problem solving, and decision making are critical to the ethical resolution of conflicts. The first step in ethical decision making is to become more aware that an ethical issue exists and to consider its relevance to the individual or work group (Ferrell, Fraedrich, & Ferrell 2009). In this case, the Designated Broker for the Allegiance Commercial Real Estate Services Company- who is also my boss intends to manipulate the new real estate listings with the company over the next 90 days to insure that he can take them with him without legal liability when he resigns and opens his own commercial real estate company. In addition, he has already asked me to be a part of his new team and that he would like me to go along with him as his senior executive assistant at the new company. This situation presents an ethical dilemma involving problem solving situation in which decision rules are uncertain and/or in conflict.
Ethical dilemmas involve problem solving situations in which decision rules are often vague or in conflict. The results of an ethical decisions are often vague or in conflict. The results of an ethical decision are often uncertain; no one can tell us whether we have made the right decision (Ferrell, Fraedrich, & Ferrell 2009). There are no magic formulas, nor is there computer soft ware that ethical dilemmas can be plugged into for a solution (Ferrell, Fraedrich, and Ferrell 130). There is therefore no substitute for critical thinking and the ability to take responsibility for our own decisions. (Ferrell, Fraedrich, & Ferrell 2009)
The first step in this scenario is to recognize that such an ethical issue requires a choice among several actions that various stakeholder involved in this case will ultimately evaluate as right or wrong (Ferrell, Fraedrich, & Ferrell 2009). To resolve this ethical dilemma, one must recognize which decisions involve ethics since not all decisions do (Ferrell, Fraedrich, & Ferrell 2009). It will also be prudent to understand the organization's values and other people's values in order to weigh the potential impact of various available options on those values.
Four competing claims are evident in this case. First, there is conflict between two or more personally held values. An individual moral perspective is the central component in making an ethical decision. However, these personal philosophies may conflict when making ethical decisions.
Second, there is conflict between personal values and the values held by another person or the organization. Although personal values are important in ethical decision making, they are just of the components that guide the decisions, actions and policies of organization (Ferrell, Fraedrich, & Ferrell 2009). Ethical climate can be a component of corporate culture. Some corporate set of values, cultures and ways to solve problems that members of an organization/ stakeholders share support and reward unethical behaviors (Ferrell, Fraedrich, & Ferrell 2009). The burden of ethical behavior relates to the organizations values and traditions, not just to the individuals who make who make the decisions to carry them out (Ferrell, Fraedrich, & Ferrell 2009).
Third, there is conflict between basic principles and the need to achieve a desired outcome. To consider the stakeholders of a decision, it is critical to be able to understand the interest of each party, to be able to empathetically evaluate what the potential on that stakeholder will be and what the stakeholders’ perspective on the decision is likely to be (Ferrell, Fraedrich, & Ferrell 2009). For instance, one might not completely understand the nature of each party’s interest, or even the effect the decision will have in the end.
Fourth, there is conflict between two or more individuals or groups to whom one has an obligation. How people resolve their ethical issues in their daily lives is often based on the values and principles learned through individual factors such as gender, workplace experience, nationality, and age, locus of control and family socializations.