Module 2 Background Ethical Decision Making In Difficult Sit

Module 2 Backgroundethical Decision Making In Difficult Situationsre

For your SLP assignment, please read the following article. De Cremer, D., & de Bettignies, H. (2013). Pragmatic business ethics. Business Strategy Review , 24 (2), 64-67. Retrieved from Trident University Library. Also, please spend some time researching other sources to help you develop your key arguments. Snell, R. (2013). Teaching rules-based and values-based ethics. Journal of Health Care Compliance, 15(1), 29-32. Retrieved from the Trident Online Library. The following Pearson learning tools should be reviewed to help you prepare for your discussion board postings: Pearson MyCourse Tools, (2015). Utilitarian Theory. Interactive Tutorial. Retrieved from: Pearson MyCourse Tools, (2015) Utilitarian Theory. Podcast. Retrieved from: Module 2 - SLP ETHICAL DECISION MAKING IN DIFFICULT SITUATIONS Ethical Decisions in the Workplace After reading your background readings, please review the following scenario and address the questions at the end. Jerry Stevens heads up an excavation crew for the municipal utilities district in a city in Nebraska. A sewer line needs to be replaced and it has been excavated with a back-hoe. The trench is 7 feet deep. The municipality's safety rules indicate that employees should not go into the trench without a trench box. This rule is to prevent employees from being buried if the trench walls collapse. People die every year from trench cave-ins. The trench box won't arrive on site for another 6 hours and the city promised residents that the sewer would be fixed by the end of the day, which now seems impossible. The City Administrator called Jerry on his cell phone and indicated that it was imperative that the sewer be fixed as soon as conceivably possible because a City Council member is served by that sewer line and will raise a fuss if it’s not fixed by the promised time. One of the more experienced workers states, "It's only going to take 30 minutes to dig under the pipe and loosen the fittings. We don't need the trench box. We used to do this all the time before we were required to use one of those darn things." Jerry knows he's right. He used to do it himself before the rule was put in place. Also, the soil is clearly a cohesive soil and it's highly unlikely that it will collapse. And although there is an organizational policy to use a trench box for trenches deeper than 5 feet, the Occupational Safety and Health Administration (OSHA) does not have Jurisdiction over municipalities in Nebraska because municipalities are political subdivisions of the State. The only entity regulating safety policies is the City's Safety Director and he took the day off. 1. In this scenario, to what extent do you think allowing the crew into the trench without a trench box would be pushing (or exceeding) the limit? 2. Discuss any ethical grey areas in this scenario? 3. What in your mind is the right thing to do? 4. What is the value of having an ethics program (and related programs like safety programs) and what are the responsibilities of front line leaders/supervisors and the workers when they face dilemmas such as the one described?

Paper For Above instruction

The scenario involving Jerry Stevens and his crew presents a complex ethical dilemma rooted in safety regulations, organizational policies, and the immediate pressures to fulfill public commitments. The core issue revolves around balancing the safety of workers against the urgency of completing a municipal sewer repair within a constricted timeframe. Analyzing this situation through ethical frameworks, regulatory context, and organizational values highlights the importance of structured ethical decision-making processes in the workplace.

Evaluating the Extent of Risk and Limits

Allowing the crew into the trench without a trench box pushes the boundaries of safety norms and legal regulations, even if de facto safety measures might seem sufficient. Organizational policies clearly state that personnel should not enter a trench deeper than five feet without protective measures such as a trench box, primarily to prevent trench collapse injuries or fatalities. Although the trench is seven feet deep, and the soil appears cohesive, risk assessment in safety management insists on adherence to regulations, given that unforeseen soil shifts or minor collapses can result in severe consequences. From an ethical perspective, knowingly bypassing safety safeguards constitutes a breach of duty to protect employee well-being, even if the immediate operational reasons seem compelling.

Ethical Grey Areas and Moral Dilemmas

The grey areas in this scenario emerge from competing values: the imperative to safeguard workers’ lives versus organizational demands to meet public commitments. The supervisor’s judgment that the risk is minimal due to soil conditions and past experience highlights moral ambiguity, raising questions about risk perception and professional responsibility. Additionally, organizational policies and regulatory oversight are absent or insufficient, putting the decision-maker in a situation where reliance on personal judgment is necessary—potentially leading to inconsistent, subjective assessments. The dilemma also involves loyalty to the employer and the community’s expectations, making it difficult to determine the morally 'correct' course of action.

The Ethical Resolution: What Is Right?

The ethically appropriate action involves prioritizing safety despite the pressures to complete the task rapidly. This entails insisting on the use of a trench box and delaying the trench entry until it arrives, thus upholding the organizational safety policies and safeguarding employees from undue harm. While this may temporarily conflict with organization commitments, it aligns with the fundamental ethical principles of nonmaleficence and duty of care. Transparent communication with stakeholders about safety constraints reinforces organizational integrity and fosters a safety culture where employee well-being is paramount. It also exemplifies moral leadership, modeling adherence to safety standards irrespective of operational pressures.

The Role of Ethics Programs and Organizational Responsibilities

Having a comprehensive ethics and safety program provides organizations with formal mechanisms to guide employees through ethical dilemmas, helping mitigate "moral amnesia," where safety and ethical considerations are overlooked amid operational pressures. Such programs foster a culture of integrity by embedding ethical principles into decision-making processes and encouraging open dialogue. Frontline leaders and supervisors bear an ethical responsibility to enforce policies, model ethical behavior, and advocate for employee safety. Workers also have a duty to voice concerns and refuse unsafe practices. When faced with dilemmas like that of Jerry’s crew, ethical leadership, training, and organizational support are vital in ensuring that safety is never compromised for expedience.

Proactive Measures to Prevent Moral Amnesia

To prevent "moral amnesia," organizations need to embed ethics into their operational fabric through regular training, clear communication of core values, and accountability systems. Leadership must actively promote an ethical climate where safety takes precedence over productivity metrics. Developing a shared sense of moral responsibility encourages employees to uphold safety standards consistently. Additionally, implementing decision aids such as ethical checklists or risk assessment tools can help front-line workers navigate dilemmas effectively, aligning their actions with organizational values and legal requirements, thereby creating a sustainable safety culture grounded in moral integrity.

Conclusion

The case underscores that safety considerations should be non-negotiable, and leadership must foster an environment where ethical standards guide everyday actions. While operational constraints are real, ethical decision-making rooted in organizational policies, legal statutes, and moral principles ensures responsibility towards safeguarding employees’ lives and maintaining organizational trust. Proactive ethics and safety programs, complemented by committed leadership and vigilant workers, are essential to mitigate moral lapses and uphold ethical integrity in challenging situations.

References

• De Cremer, D., & de Bettignies, H. (2013). Pragmatic business ethics. Business Strategy Review, 24(2), 64-67.
• Snell, R. (2013). Teaching rules-based and values-based ethics. Journal of Health Care Compliance, 15(1), 29-32.
• Pearson MyCourse Tools. (2015). Utilitarian Theory. Interactive Tutorial. Retrieved from Pearson.
• Occupational Safety and Health Administration (OSHA). (n.d.). Safety and Health Regulations for Construction (29 CFR 1926).
• Friedman, M. (1970). The social responsibility of business is to increase its profits. The New York Times Magazine.
• Kidder, R. M. (2005). How Good People Make Tough Choices. HarperOne.
• Haidt, J. (2001). The emotional dog and its rational tail: A social intuitionist approach to moral judgment. Psychological Review.
• Ferrell, O. C., & Fraedrich, J. (2015). Business Ethics: Ethical Decision Making & Cases. Cengage Learning.
• Kaptein, M. (2011). Understanding unethical behavior by unraveling ethical culture. Human Relations.
• Kidder, R. M. (2005). Moral courage and the importance of organizational values. Journal of Business Ethics.