Applying Ethical Decision-Making Models To Guerrilla 245825

Applying Ethical Decision-Making Models To Guerrilla Gover

Applying Ethical Decision-Making Models To Guerrilla Gover

Paper For Above instruction

The case study “Guerrilla Government in EPA’s Seattle Regional Office” presents a complex ethical dilemma involving federal employees engaging in covert resistance against organizational policies perceived as unjust or improper. This situation exemplifies the tension between organizational loyalty, ethical obligations, and personal integrity, which can challenge public administrators' decision-making processes. The core ethical issue revolves around whether the career employees’ clandestine tactics constituted justified dissent or unethical insubordination, especially given the potential impacts on public policy and organizational integrity.

In the case, the political appointees, influenced by political pressures and policy directives, sought to advance a specific regulatory agenda that conflicted with the professional judgment of career EPA staff. The employees, perceiving an ethical breach or unjust policy, resorted to guerrilla tactics—such as withholding information or obstructive behaviors—to counteract what they viewed as overreach or misconduct. These actions raise questions about violations of federal ethics laws, which prohibit conflicts of interest, misuse of authority, and actions that undermine public trust. The employees’ covert activities arguably violated principles of transparency and accountability mandated by laws like the Ethics in Government Act and standards set forth by the United States Office of Government Ethics.

Despite the risks of disciplinary or career repercussions, the career employees were motivated by a sense of ethical duty and obligation to uphold the integrity of environmental laws and policies. Their use of guerrilla tactics can be understood through the lens of Waldo’s Map of Ethical Obligations, emphasizing responsibilities to the public, the organization, colleagues, and ethical principles. Their clandestine resistance was driven by a belief that their organizational duties—to protect the environment and ensure proper governance—superseded loyalty to corrupt influences or unethical directives. While their means were covert and might be questionable from an organizational perspective, their motivation aligned with the ethical obligation to act in the public’s best interest, suggesting that their actions, in this context, might be ethically justified as civil disobedience or moral dissent.

The guerrilla tactics ultimately influenced the organization by exposing unethical or illegitimate policies, prompting internal debate, and perhaps leading to policy reconsiderations. However, such covert actions also risk fracturing organizational cohesion, eroding trust, and impairing public confidence if uncovered. Regarding public policy, these actions could delay or distort regulatory initiatives, impacting environmental protections and public health objectives. The tension between internal dissent and external accountability underscores the importance of transparent and ethical leadership.

In terms of managerial response, EPA leaders could have implemented strategies aligned with ethical leadership and organizational integrity. For example, establishing channels for legitimate dissent, promoting open communication, and providing ethics training might have mitigated the need for guerrilla tactics. Leaders could have facilitated forums for employees to voice concerns or grievances without fear of retaliation, fostering an environment of trust and ethical transparency. Such proactive measures might have prevented covert resistance, encouraged ethical decision-making, and improved organizational trust and effectiveness.

Lessons for public administrators emphasize the importance of nurturing ethical climates that respect dissent and uphold transparency. Administrators must recognize that ethical conduct involves balancing organizational directives with moral responsibilities, creating systems for accountability, and fostering environments where employees can raise concerns without resorting to clandestine tactics. This case underscores that ethical management and proactive leadership can prevent conflicts that undermine organizational integrity and public trust. Understanding and applying ethical decision-making models, like Cooper’s framework and Waldo’s Map, are essential tools in navigating these dilemmas effectively.

References

  • O’Leary, R. (2014). The ethics of dissent: Managing guerrilla government. CQ Press.
  • United States Office of Government Ethics. (n.d.). Standards of Ethical Conduct for Employees of the Executive Branch. Retrieved from https://oge.gov
  • Cooper, T. L. (2012). Ethical decision making and behavior in organizations. SAGE Publications.
  • Waldo, D. (1993). Dealing with dissent in public administration. Public Administration Review, 53(2), 123-132.
  • Morrison, E. W. (2006). Ethics in public service: The case of environmental agencies. Journal of Public Administration Research and Theory, 16(1), 29-43.
  • Kernaghan, K. (2003). The responsible public servant: Reconciling ethics with accountability. Canadian Public Administration, 46(4), 560-574.
  • Denhardt, R., & Denhardt, J. (2015). The new public service: Serving rather than steering. Routledge.
  • Gillet, L. (2007). Public administration ethics: The central role of moral agency. Administration & Society, 39(4), 441-468.
  • Schneider, M. (2014). Leadership and ethics in government: The role of integrity and trust. Public Integrity, 16(3), 197-210.
  • Rainey, H. G. (2014). Understanding and managing public organizations. Jossey-Bass.

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