Small Story on Decision Making

1Here is a small story on Ethical decision making. 2

A group of children were playing near two railway tracks, one still in use while the other disused. 3

Only one child playedon the disused trackThe rest on the operational track

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The train came, and you were just besidethe track interchange.

5You could make the train change its courseto the disused track and save most of the kids.Or would you rather let the train go its way? However, that would also mean the lone childplaying by the disused track would be sacrificed. 6Let's take a pauseNo cheatingto think what kind ofdecision we could make ...7Most people might choose to divert the course of the train, and sacrifice only one child. You might think the same way, I guess. Exactly, I thought the same way initially because to save most of the children at the expense of only one child was a rational decision most people would make, morally and emotionally.8But, have you ever thought that the child choosing to play on the disused track had in fact made the right decision to play at a safe place? Nevertheless, he had to be sacrificed because of his ignorant friends who chose to play where the danger was.9This kind of dilemma happens around us everyday.

At workplace, in the community, in politics and especially in a democratic society, the minority is often sacrificed for the interest of a so-called majority, no matter how foolish or ignorant the majority is, and how farsighted and knowledgeable the minority is. 10The child who chose not to play with the rest on the operational track was sidelined.

And in the case he was sacrificed, no one would shed a tear for him.11The friend who forwarded me the story said he would not try to change the course of the train because he believed that the kids playing on the operational track should have known very well that track was still in use, and that they should have run away if they heard the train's sirens. 12If the train was diverted, that lone child would definitely die because he never thought the train could come over to that track! Moreover, that track was not in use probably because it was not safe.13If the train was diverted to the track, we could put the lives of all passengers on board at stake! And in your attempt to save a few kids by sacrificing one child, you might end up sacrificing hundreds of people to save these few kids.14While we are all aware that life is full of tough decisions that need to be made, we may not realize that hasty decisions may not always be the right one15Remember that what's right isn't always popular...and what's popular isn't always right.16LEADERSHIP AND ETHICSComprise two broad domains:

Theories about leaders conduct (actions)Theories about leaders character (who they areETHICAL THEORIESTheories that stress the consequences of leaders actions (conduct)Theories that emphasize Duty or Rules governing leaders actionsASSESSING CONSEQUENCES THREE APPROACHES Altruism Utilitarianism Ethical EgoismHIGHHIGHMEDMEDLOWLOWConcern for Self-InterestConcern for the Interest of OthersSource: PN, Fig. 12.2, p252ASSESSING DUTY Focuses on the actions of leaders and their moral obligations and responsibilities to do the right thing.Is the action itself good? (irrespective of consequences)Telling the truthKeeping promisesBeing fairRespecting othersTHEORIES ABOUT LEADERS CHARACTER (VIRTUE-BASED)Focuses on leaders as peopleVirtues are noted in the heart of an individualVirtues and moral abilities can be acquired and learned through practiceWhat ought to be rather than what to doA moral person demonstrates the following:courage, temperance, generosity, self-control, honesty, sociability, modesty, fairness and justiceETHICS IS CENTRAL TO LEADERSHIPLeaders mustinfluence followers rightly (moral responsibility)establish and enforce organisational valuepromote right values as these impact on organisational valuesplay a major role in establishing the ethical climate of their organisationSTUDIES ON ETHICAL LEADERSHIPRonald Heifetz (1994) Leaders use their authority to create an environment where there is trust, empathy, shared-goal achievements

J.M. Burns (1978) - Places a strong emphasis on Followers needs, values and morals. Burns Transformational Leadership model involves attempts by Leaders to move Followers to higher standards of morality

Robert Greenleaf (1920, 1997) - Focuses on the need to be attentive to the concerns of Followers by helping them become more competent.Principles of Ethical LeadershipEthical LeadershipRespectsOthersBuildsCommunityServesOthersShowsJusticeManifestsHonestySource: PN, Fig. 12.3, p258Guide to becoming Ethical LeadersConstantly examine yourselfWhat is the right thing to do?What is the fair thing to do?What would a good person do?Do I show respect to others?Do I act with a generous spirit?Discussion QuestionsWhat are some of the ethical issues in your daily activities at work?What are some of the pressures that militate against ethical behaviour?