ethical points discussion

Decision-making

Ethical Decision-Making in Sport Organizations Conn, J.H., & Gerdes, D.A. (1998). Ethical decision-making: Issues and applications to American sport. Physical Educator, 55 (3), 121-126.

Purpose

This review article intended to present various views and perspectives of the inconsistent adherence to traditional ethical codes and conduct in American sport. This brief review provided an illustration of the difficulties of ethical decision-making in sport organizations. Suggestions for organizations making ethical decisions are discussed.

Background

Sport leaders have a responsibility to establish an organization that values ethics and integrity. In amateur athletics, it is the athletic director, coaches, and staff who have the responsibility of understanding and applying the organization’s value system relative to ethical decision-making. Thus, integrity of the leaders is essential in the decision-making process of a sport administration. However, the last thirty years in all levels of sport contain thousands of violations and other decision blunders. Winning has created an enormous amount of pressure, which can blur leaders’ ethical clarity of right and wrong, or should I say the boldness to actually make right decisions. The authors noted “situational ethics” are more prevalent in today’s sports. Decisions are commonly based on the circumstances, people involved, and sets of values possessed by individuals. Given the diversity of people’s views on what constitutes good ethical decision-making, we do not wonder why there are many conflicting ethical values in the sports environment today.

Organizational Ethics

Ethical decision-making in American sport organizations today may seem like an oxymoron. Leaders in organizations set the standards for ethical decision-making within their companies or departments. Individual members of the organizations have decisions each day that ultimately affect not only themselves but also, the organization’s subunit or possibly, the entire organization. The leader(s) in sport organizations can establish an ethical framework in which the organization may operate by:

Articulating organization’s values in a few sentences.

Having the integrity to act according to these values.

Conducting ethical awareness seminars for staff.

Outlining specific decision-making responsibilities to ensure accountability in organizations.

Encouraging open discussions on ethical issues.

Evaluating decisions made against the values specified in writing (Conn & Gerdes, 1998).

Decision-making in Organizations: A Principle-Centered Perspective

Consider the following questions prior to making organizational decisions (no matter how large or small the decision or behavior is perceived):

Is all information obtained to make decision? Do I need to confer with legal counsel?

What are all the possible options? Do they violate any laws?

Do options support personal values and ethics?

What are the consequences of each option? Who benefits or is harmed with each option?

How will the organization be perceived with each option? ( Conn & Gerdes, 1998, p. 124).

As I have considered these particular questions, my experiences in administration and coaching would have greatly benefited if I had considered all these questions prior to the decisions I was required to make. If these questions become a habit to consider for sport organizations, and remembering the mistakes of others, ethical decision-making may be more standardized. Sport organizations would also benefit if their members reflected on past decisions made which may incline them make the proper ethical decision.

A Four-Way Test

The author mentioned a four-way test identified in a philanthropic organization, the Rotary International, could be applied to the sport environment with more emphasis. The test requires those in ethical decision-making situations to answer the following:

Is it the truth?

Is it fair to all concerned?

Will it build good will and better friendships?

Will it be beneficial to all concerned? (Conn & Gerdes, 1998, p. 6).

Discussion

Rotary’s four-way test mentioned earlier could be a universally applied, effective tool for administrators as they discuss certain decisions made by athletic directors, coaches, staff, and players. An example of this supervisory instruction may be seen during formal reprimands, annual evaluations, or informal discussions with those who have not made ethical decisions in sport.

Additionally, the author suggested other questions that can be asked by sport administrators when they are concerned of their organization’s ethical decision-making. For example, the author asked, “Is failure to disclose (e.g. a player’s ineligibility) fair to all concerned?” I concur with the authors that most sport leaders understand right and wrong choices, it is the integrity to actually make the right decisions consistently. Many external influences (i.e. agents, ergogenic aids, media, boosters, etc.) apply pressure to administrators, coaches, and participants at all levels to choose unethically. The external factors will most likely continue to increase in American sport. Thus, organizational ethical decision-making must rely on its individual members to make appropriate decisions. Organizations can be structured with effective and frequent communications (e.g. staff meetings, board postings, newsletter, training seminars) that will educate and encourage effective ethical decision-making practices in the sport environment.

I have frequently asked the following question when faced with ethical decisions, “How would my decision affect me and my family if it was published in tomorrow’s newspaper?” Ethical decision-making in sport organizations will continue to make headlines, be discussed in classrooms, and be debated many those in and outside of sports. Leaders must continually bear in mind that their organizational structure and leadership can help influence their employee’s decisions.