Doing Well And Doing Good As A Final Step On Our Journey ✓ Solved

Doing Well And Doing Goodas A Final Step As We Move Towards

As a final step, we need to consider how the process of workplace decision-making about diversity might maintain a practical focus and at the same time, be encouraged to incorporate an ethical one. One key point we can draw from our earlier discussion is that if there is an ethical consideration present in a diversity-related decision, it is usually tacit, unarticulated, in the decision-maker’s private thoughts. Laura Nash calls for discussion-based ethical analysis to become part of any organizational decision (Nash, 1981) and she offers a process to encourage discussion around these usually tacit elements. This review would be especially revealing of hidden assumptions in diversity-related decisions.

The twelve questions to open such a discussion are:

1. Have you defined the problem accurately? A moral decision cannot be built on blind or convenient ignorance.
2. How would you define the problem if you were to stand on the other side of the fence?
3. How did this situation occur in the first place?
4. To whom and what do you give your loyalties as a person and as a member of the corporation?
5. What is your intention in making this decision?
6. How does this intention compare with the likely results?
7. Whom could your decision or action injure?
8. Can you engage the affected parties in a discussion of the problem before you make your decision?
9. Are you confident that your position will be as valid over a long period of time as it seems now?
10. Could you disclose without a qualm your decision or action to your boss, your CEO, the board of directors, your family, or society as a whole?
11. What is the symbolic intention of your action if understood? If misunderstood?
12. Under what conditions would you allow exceptions to your stand?

Now we can begin to do the right thing as we implement diversity in the workplace, to make good and pragmatic business decisions.

Discussion Questions:

1. Describe an approach to a business diversity program that would be pragmatic and ethical.
2. What are some possible explanations for the hesitancy to discuss ethics in the workplace?
3. This discussion’s definition of diversity rests on a valuing of differences across many groups of people. Explain why valuing (the process) is what should serve as the foundation for diversity and not the results.
4. Which of the final 12 discussion areas would be most difficult for you as a manager to discuss in the organization with your colleagues? Why?

After answering the questions develop a business plan for the company that will formulate evidenced-based sound business solutions founded on stakeholder needs and interests.

Paper For Above Instructions

In today's globalized business environment, diversity is more than just a buzzword; it is a pragmatic necessity for sustainable success. Implementing an ethical approach to diversity within organizations can yield significant benefits, including enhanced creativity, better decision-making, and a stronger organizational reputation. This paper explores the integration of ethical decision-making in workplace diversity initiatives, reflects on Nash's twelve questions to foster discussion about ethical considerations, and outlines a business diversity program that is both pragmatic and ethical.

To begin with, the development of a pragmatic and ethical business diversity program necessitates a framework that promotes inclusive decision-making. An essential step in this process is accurately defining the problem. According to Nash (1981), moral decisions based on blind or convenient ignorance do not serve organizational interests. Therefore, organizations must adopt a culture that prioritizes understanding the complexities surrounding diversity-related issues. This includes recognizing that individuals may have different perspectives based on their unique backgrounds and experiences.

One effective approach to establish this culture is by incorporating training and workshops surrounding ethical decision-making in diversity initiatives. These sessions should utilize Nash's twelve questions as the foundation for open discussions. For instance, leadership can pose the question: "How would you define the problem if you were to stand on the other side of the fence?" This self-examination encourages individuals to confront potential biases and consider how personal interests may influence decisions.

Furthermore, engaging various stakeholders during the decision-making process is paramount. Nash emphasizes the value of involving affected parties in discussions before finalizing diversity-related decisions. Participation empowers employees to present their viewpoints, thereby reducing the potential for misunderstandings and ensuring that decisions are made in the best interest of all involved. It also aligns with the ethical principle of inclusivity and respect for diverse perspectives.

Defining the intention behind decisions in diversity programs is another crucial factor. Every decision made in the pursuit of diversity should align with the organization’s core values and principles. For instance, unveiling intentions surrounding diversity initiatives is critical. A leader may ask, “What is your intention in making this decision?” The emphasis on transparent communication can foster trust and encourage employees to actively participate in shaping an ethical workplace culture.

In considering possible hesitations to discuss ethics in the workplace, several factors may emerge. Firstly, individuals may fear backlash or repercussions for expressing their views. Discussions about ethical dilemmas often require vulnerability, and not everyone feels equipped to engage in these conversations openly (Treviño & Nelson, 2016). Additionally, a culture of silence may exist within the organization, where employees believe their ethical concerns will go unheard or dismissed (Mackey, 2018). Recognizing these barriers is essential to breaking down silos and fostering open dialogue about ethics and diversity.

The foundation for diversity should emphasize valuing differences across various groups and understanding that results alone do not encapsulate diversity's full impact. Valuing is a process, and organizations should prioritize the methods used to foster inclusion rather than simply the outcomes. This process-oriented approach can help organizations navigate potential conflicts and reactions related to diversity initiatives, shifting the focus from mere metrics to holistic engagement (Ely & Thomas, 2001).

Among Nash’s twelve discussion points, one of the most challenging for managers is the question of divided loyalties. Managers often navigate complex relationships between personal values and organizational objectives. Articulating these loyalties and addressing potential conflicts openly with colleagues can be uncomfortable, yet it is vital for fostering an ethical organizational culture. Taking a stand on ethical principles requires courage, and managers must be willing to lead by example in this area.

In conclusion, an effective diversity program must be embedded in ethical decision-making. By utilizing Nash's framework, organizations will not only foster discussions around ethical considerations but also navigate challenges in creating inclusive environments. Over time, as companies actively value differences and prioritize ethical practices in their decision-making processes, they will inherently enhance their capability to innovate, adapt, and thrive in an ever-evolving marketplace.

References

• Ely, R. J., & Thomas, D. A. (2001). Cultural diversity at work: The moderating effects of diversity beliefs on performance. Administrative Science Quarterly, 46(2), 229-273.
• Mackey, A. (2018). The ethics of diversity: A framework for ethical practice. Business Ethics Quarterly, 28(4), 405-429.
• Nash, L. (1981). Good Intentions Aside: A Manager's Guide to Resolving Ethical Problems. Harvard Business Review Press.
• Treviño, L. K., & Nelson, K. A. (2016). Managing Business Ethics: Straight Talk About How To Do It Right. Wiley.
• Dobbin, F., & Kalev, A. (2018). The promise and peril of diversity programs: Does diversity training help organizations? In The Oxford Handbook of Diversity in Organizations (pp. 211-222). Oxford University Press.
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