L375 Values Exploration Quiz

What is linked to aspects of workplace culture?

- Happiness

- Loyalty

- Productivity

Why is respect important in business?

- Most important leadership behavior

- Impact on employee engagement and retention

- Employees improved health/satisfaction

Workplace culture impacts worker happiness, but it also impacts

worker productivity, loyalty, and engagement (the bottom line)

Ethics

Guiding light/compass

Behavioral Ethics

Examines why/how people make ethical decisions

TCJR Framework

- Think about the choice available to you

- Commit: make your choice

- Justify your reasons for choosing that option (to yourself and others)

- Reflect on your reasoning (limits/assumptions?)

Bias

- An evaluation or belief (can be favorable or unfavorable)

- Can be based on inaccurate information or stereotypes

What is the first step in combatting bias?

Becoming informed

Framing Bias

People make a decision based on the way the information is presented, as opposed to just on the facts themselves

Role Morality

Concept that people sometimes apply different ethical standards depending on the social role they are currently playing

Conformity Bias

Tendency to change one's beliefs or behavior to fit in with others

Self-Serving Bias

Tendency to attribute our successes to internal factors and our failures to external factors

Fundamental Attribution Error

Cognitive bias that causes people to attribute other's behaviors to their personality or character, rather than the situation

Ethical Fading

People focus heavily on some other aspect of a decision and ignore the ethical aspect of a decision

Bias frequently operates in an

unconscious manner (referred to as being a bias blind spot)

Six examples of biases with a blind spot

- Self promoting

- Belief promoting

- Influence

- Valuation

- Likelihood Judgment

- Social Judgement

Implicit Bias

The attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner (also called unconscious bias)

What do the IATs show and measure?

- Implicit bias

- Debate about the degree to which implicit bias leads to biased behavior

- Can sometimes run contrary to our explicit values

- Operates outside of our conscious awareness

The most natural way for people to talk about ethics is...

to tell stories

Three things to consider when telling an ethical story

- Not everyone agrees with your idea of the good

- How could someone reject your theory?

- After considering a strong objection, why is your theory still compelling?

What happened in the example about the professor and his student's values?

- List of unique values almost as many as students

- 6-7 common values

- Students "buy in" more if they get to choose their values

- Conflicting values use phronesis (judgement)

Many of our moral disagreements arise from

seeing things differently. Arguments will get nowhere unless both sides can explain what they are seeing

Naturalistic Fallacy

One should not confuse what is with what ought to be

Ring of Gyges

- The actions of the just and the unjust would be the same

- People only attend to ethics out of a fear of being caught

Lifeboat Ethics

- Group that survives will have less conscience

- Long term self-interest may be different than short term

Denial of Responsibility

Actors engaging in corrupt behaviors perceive that they have no other choice than to participate in such activities

Denial of Injury

Actors are convinced that no one is harmed by their actions; hence, the actions are not really corrupt

Denial of the Victim

Actors counter any blame for their actions by arguing that the violated party deserved what happened

Condemning the Condemners

Actors shift attention away from their conduct onto the motives of other persons or groups that may be enforcing rules

Appeal to Higher Loyalities

Actors argue that their violation of norms is due to their attempt to realize a higher-order value

Metaphor of the Ledger

Actors contend that they are entitled to indulge in deviant behaviors because of their accrued credits

Claim of Entitlement

Actors justify their conduct on the grounds they deserve the fruits of their wrongful behavior

Claim of Acceptability

Actors justify their conduct by comparing it to others, who they believe are committing actions that are worse

Ethnocentrism and Steteotypes

- View that our ways of doing things are ordinary and better

- Increases the risk that a manager will fail to be ethical

- Promoting, hiring, and terminating should be based on quantitative features when possible

Perception of Causes

- Look beyond obvious causes and collect relevant data

- Understanding of causality decides who we "blame"

In assessing blame...

most people tend to blame a person since it is easy to imagine how they could act differently

To avoid decision making traps, managers can use three pillars

- quality

- breadth

- honesty

Three things managers can not ignore when making a decison

- Low-probability events

- That the public may "find out"

- Discounting the future

Overconfidence

- May cause a manger to not gather additional data

- May lead to questions that have a "wanted" answer

- "If there is a doubt, there is no doubt"