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ethics_review_powerpoint.pptxEthics
By: Raha Albeshr, Mouhamad Alsudairy, Francisco J. Medina & Chunnan Zheng
Reasons for Studying Ethics
One reason is to check on public administrators who normally do not practice neutrality.
Secondly, there is the need to study ethics in order to be in a position to exercise discretion.
Also, ethics is important to enable a person to participate in the process of public policies.
This participation in public policies is done through making policy recommendations.
• Also, participation in the public policies is as well achieved through engagements in the policy recommendations.
Definitions
One way of defining ethics is the attempt to state as well as evaluate the principles that can be used to solve ethical problems.
• In addition, ethics can be defined as the normative standards of conduct that are got from different aspects of the society.
• These sociological aspects of the society that are sources of ethics include religious beliefs, traditions, among others.
• Lastly, ethics is associated with the concern of the things that are fair, right, good, and just regarding the things that people are supposed to do.
Study of Moral Conduct and Moral Status
Morality involves the accepted norms of particular behavior that are people should have.
• On the other hand, ethics examines values, logic, principles, as well as beliefs that people utilize to justify morality in different forms.
• In this consideration, ethics can be descriptive or normative. • Additionally, ethics can be classified into deontological ethics, which is based on principles; or teleological ethics, that is based on consequences.
• In judging ethics, there must be the presence of law.
Responsibility and Role
In ethics, there is the issue of responsibility as well as roles.
• One thing that responsibility involves is the object accountability for the conduct of individuals.
• Also, responsibility involves the subjective congruence with the professional values of a person.
• On the other hand, there is role of ethics. • Roles in ethics make a person to be in a position to explain their conduct.
• Also, roles in ethics help a person to comprehend in their self-conscience the reasons why they acted in one way or the other.
A design approach
This approach does address the current situation while at the same time considering the organizational, legal, as well as social context.
• Consideration of these factors is done for the purpose of impact expected in the long-run.
• It is an approach for solving problems in the sense of uncertainties that may be there. • Also, there is the consideration of the fact that to obtain solutions, there must be facts and not just opinions and options.
• It also emphasizes on the need to act under pressure, which is the true reality.
• Lastly, it is imperative to note that ethical problems are not static; they are dynamic.
Ethical Decision Making
• In ethical decision making, we consider the traits, characters, and other factors that are built from the decisions made.
• Also, there is the definition of boundaries or the content areas of taking responsibility.
• In making these decisions, there is no consistent, systematic, and intentional reflection.
• In reflective ethics, there is the issue of coming up with the best course of action.
• This course of action is designed for the problems that are being faced. • The course of action also considers time and information constraints.
Aiken’s Four Levels of Ethical Reflection
The first level is the expressive level, which checks on the things that feel like the right thing.
• Secondly, there is the moral rules level, which checks on the rules that should be followed.
• Thirdly, there is the ethical analysis level, whereby the principles involved are intrigued.
• Lastly, there is the postethical level, whereby there is the question of why people should be principled.
The Descriptive Model
Under the descriptive models of ethics, earlier research shows that there is the feeling of futility, whereby it becomes hard to differentiate between moral behavior as well as moral judgment.
• Recent research shows that there are tow sides of descriptive ethics model
• The first one is the cognitive process, which involves the process of interpreting a situation, judging it, selecting options, and finally the course of action.
• There is also the environmental press, whereby it involves the interaction between the person and the situation.
Prescriptive Models
This model of ethics is against the use of past history of another situation or person in making decisions.
• The main idea is that simple prescription is not adequate, and there is the need to solve problems.
• Prescriptive ethics is combined with descriptive ethics. • Also, there is a need for templates to design the best solutions.
• Additionally, contingency in these models is important and there might arise a need to change the course of action, hence dynamism is important.
Identifying an Alternative Course of Action
There is the “SCAMPER” ideology, which implies:
• S, which stands for substitute.
• C stands for combine.
• A stands for adapt.
• M stands for Magnify.
• P stands for put to other uses.
• E stands for eliminate.
• R stands for rearrange or reverse.
Chapter 3 : Public Administration in Modern and Postmodern Society
Key Concepts in a sociocultural perspectives on the administrative role
Modernization vs. Postmodernization
Modernization (M)
Western urban industrialized society
Key phenomena: Bureaucracy and Technological
Postmodernizaton (PM)
Finality and Absolutism are being discredited
Differences between PM and M are
We construct our own values, beliefs, and norms socially
Example is salad bowl v melting pot
From Separation to Co-Mingling Work and Private Life
Technology makes it possible to work anywhere (UP in the Air- Clooney)
Lines not so defined – influence not so easy to separate from.
(Schultz) Professional Behavior
Relativism
Roles are not constant
Values in society vary
Therefore we need social construction of public ethical norms
Implications for Public Administration
The Political Nature of PA
Conflict of roles
Political activity required
Ethical concerns arose
Corruption, inefficiency and abuse of power
Ethical boundaries and roles between agency and agency, interest group, party, government branch
Political Theory and Administrative Ethics
Representation
Delegate vs. trustee
Delegate= responding to what public wants
Trustee= support goals and values even if public doesn’t support
Education
Get knowledge from public and politicians
Then judgment
Implementation
When to implement
Which role delegate or trustee
Chapter 4 : Administrative Responsibility
Two Key concepts:
Subjective vs. objective
Subjective (S)
We feel a responsibility toward
Objective (O) – this is main focus of chapter
Expectations that we feel from outside ourselves
Objective Responsibility
-involves accountability and obligation
Superiors
Explain what, how much time, why, resources
Subordinates
Delegate, provide resources, direct
Responsibility to Elected Officials Through Support for the Law
-Comply with law is objective responsibility
-Not what you think, but what you should do
Responsibility to the Citizenry
Objective responsibility is to serve the public interest
Problem is many ways – PA’s left to decide on their
John Rawls (1971): reflect on the phrase from the “original position”
Case Study: What to do about Mrs. Carmichael?
Municipal Redevelopment Agency- must redevelop – this is law
Mrs. Carmichael lived there 30 years, age 82, no income, widow
What to do?
Clarify all points
What do you know?
What knowledge do you still need to make a decision?
What do you feel is the right thing to do? and how does that coincide with what the law is
The point is work through a problem and decision-making in a systematic way. Think about
· Alternatives
· Consequences
· Acceptable fit – compromise including facts, values (subjective) and external obligations
Chapter 5
Role Conflicts:
Inside VS. Outside
Inside VS. Inside
Consequences of role conflicts:
Moral deterioration
Sense of responsibility reduced
Avoid responsibility
Develop problem-solving ability
Chapter 5
Conflicts of interest:
Public role VS. self interest
“Situation in which a public employee has a private or personal interest, sufficient to influence or appear to influence, the objective exercise of his official duties.”
Maintaining the public trust
Types of conflict of interest:
Bribery
Influence peddling
Information peddling
Financial transactions
Gifts and entertainment
Outside employment
Future employment
Dealing with relatives
Chapter 6
Internal and External controls:
Internal control more important: Carl Friedrich.
External control more important: Max Weber, Herman Finer.
Neither is sufficient alone, issue is emphasis. The real issue is how to integrate the two controls.
Chapter 6
External Controls:
Max Weber(1946) said that “The honor of the civil servant is vested in his ability to execute conscientiously the order of the superior authorities, exactly as if the order agreed with his own conviction.”
Internal Controls:
Responsiveness: the internalization of “technical knowledge” and sensitivity to “public sentiment” Friedrich (1935).
Chapter 6
Pros of Internal Controls:
Value internalized remain in the decision process. ( Even if supervisor or external controls are weak or absent.)
Internalized values are likely to create a responsive bureaucracy that takes into account the unique dimensions of concrete situations.
Cultivating internal controls give a person self-confidence even in the midst of difficult decisions.
Cons of Internal Controls:
Internal controls can be unreliable and self-serving can contaminate responsibility.
Competing internal values can create conflict, e.g technical or professional standards can compete with sensitivity to public concerns.
Chapter 6
Ethics Legislation:
Law is a collective ethical judgement, a moral minimum established by the political community. Principles and priorities are still critical.
People are engage in ethical assessments of laws, vary in seriousness, sophistication, legitimacy.
Pros: Provide broad constraints on decision-making. Provide sanctions for irresponsible decision-making. Provide cautionary examples.
Cons: Broad and subject to interpretation. Difficult to enforce. Enforcement may be demoralizing.
Chapter 6
Codes of Ethics:
Center for the study of Ethics in the Professions online database.
Some focus on peer esteem and have no formal enforcement.
Pros: Can present lofty ideals of profession. Can be tailored to fit specific situations. Can be mechanism for clarifying values of group.
Cons: Vague loftiness can inhibit concrete application. Difficult to enforce. Enforcement may be irrelevant----members can level the association. Can stifle discretion and inhibit job performance.
Chapter 6
ASPA:
Tenents:
Serve the public interest.
Respect the constitution and the law.
Demonstrate personal integrity.
Promote ethical organizations.
Strive for professional excellence.
Chapter 6
The new public administration:
Administrators not simply neutral instruments of elected officials but bring to policymaking and administration a commitment to change.
Organizational change, social equity, and good management are strongly bound together.
Client-oriented administration: the public and its problems are the focus of concern.
Tenents of the New public administration movement:
Administrators inevitably involved in politics.
Political control over bureaucracy is essential.
External political controls are not enough.
External points of reference( management techniques, professional standards, democratic government) engender internal values and thus enhance responsible conduct.
Chapter 7.
Components of Responsible Conduct
Chapter 7
Individual Attributes:
Need to recognize certain conditions
Moral ambiguity: Self interest and altruism
Contextual forces that condition priorities: Values recorded as situations change.
Paradoxes of procedures: Give order and yet can become ends.
Organizational Structure:
Objective responsibility is enhanced through clear accountability.
Subjective responsibility is enhanced at every level through the constitutional nature of the organization.
Heightening both focuses efforts toward achieving goals.
Chapter 7
Organizational Culture
Informal set of myths, rituals, values and norms that exist alongside the formal structure.
Culture may subvert the best efforts of leaders desiring to build an ethical organization
Societal Expectations
Expressed through
Participation:
Must be carefully planned and systematically structured. Can be frustrating, time consuming, anxiety producing. Two results: maintains the people as the focus and assists in clarifying laws.
Law and policies:
Two results: provide constraints on administrators and link administrator with executive, judicial, legislative offices.
Chapter 7
Measuring Ethical Culture
Kinds of Values:
Intrinsic: Ethics focuses on the personal ethics: on personal conscience, an individual’s sense of responsibility, and personal integrity.
Extrinsic: The extrinsic dimension focuses on practical ethics. It involves seeing oneself as responsible for the common welfare, as willing to do what is required to carry out good deeds, and as feeling an obligation to do good.
Systemic: Ethics is all about moral code. It speaks of respect for rules, compliance with regulations and clarity of ethical principles.
Chapter 8 Ethical Issues Within Organizations
Ethical Autonomy
public good above loyalty to party, person or organization
Dealing with Unethical Superiors and Organizations
Cases of conflicting loyalties
Motivation to blow the whistle: four perspectives
Power relationships (intimidation?)
Conceptions of fairness and justice
Perceived impact on overall welfare
Attributions of intentionality and friendship
Possible Consequences
Retaliation
Pressures to Remain Silent
Political Pressures
Team Player Ethics
Ethical autonomy threatens smooth running
Code of Ethics for Government Services (1958)
Loyalty to principle and country above person, party, or government entity
Exposure of corruption
Support of code; public office seen as public trust
Often superiors do not abide by code
The Agentic shift
Shift from autonomous or self-directed and systemic or organizational.
Individual Responsibility
The Nuremberg Principles
Individuals are ultimately responsible for their actions
Neither official role nor obedience to authority excuse
Final Safeguard
Individual responsibility counterbalances agentic shift
When organizational goals displace legal mandate and public good displaced by private interests, commitment to responsible conduct combats corruption, along with public push for accountability
The virtue of the practitioner protects the common good
Majority of whistleblowers, even those suffering serious negative consequences, would do it over again
Components of Ethical Autonomy
Delimitation of Loyalty
Cultivate personal , professional, citizenship, and community relationships outside the organization
Establishment of legal and institutional mechanisms
Contain organizational power
Protect individual rights
Self-Awareness
Self Awareness
Ethic of Awareness
internal focus—self-esteem, role awareness, self-direction
Increasing control over non-conscious aspects of our behavior
Kohlberg (1984) stages of moral development
1. Obedience and punishment
2. Self-focused need satisfaction
3. Social approval
4. Rules and authority
5/6. Principled thinking that transcends punishment, needs, approval or rules.
Role Evaluation
Is it legitimate for anyone?
Is it legitimate for me?
Is it legitimate in its enactment?
Bork firing Cox, Watergate prosecutor
AG Richardson resigned, Deputy AG Ruckelshaus fired
Chapter 9 & 10 The Design Approach
¥Three Main Elements:
¤Begin with assumption of uncertainty and acknowledge the ambiguities
¤Address the fundamental issues by defining the problem ¤Consider time restraints and pursue multiple options
Criteria to meet when finding a solution to a problem
Will the solution…
Achieve the desired outcome?
Conform to given specifications or explicit criteria?
Be reasonably secure against accidents?
Be consistent with existing background constraints?
Resolving Ethical Problems
Must be done within certain constraints of time and may require pursuing multiple solutions at once.
¤The organizational structure and culture must be considered.
Channels to consider
The design approach pushes us to…
¥Expand our thinking of ethical conduct to include the entire organizational environment, structure, and culture.
¥Consider the constraints of the real world context in which ethical problems occur
In addition to the problem-solving model
¥Take into account organizational setting in which you work
¥Look at both structure and culture
¥Think of changes in structure and culture that would be needed to encourage good behavior
¥Think strategically
Completing the Model
¥Define the problem (facts and principles)
¥Choose tentative best course of action (consider consequences)
¥Consider organizational influences that might encourage or impede success of your solution.
¥Using the components chart as a guide, plan interventions to build support for your solution(s).
Cooper’s Model
The Responsible Administrator
¥Conflicts of Interest
¥Role Conflicts
¥Conflicts of Authority
Objective Responsibility vs Subjective Responsibility
Manifested in 3 types of conflict
1. conflicts of authority
2. role conflicts
3. conflicts of interest
Levels of Ethical Response
1.Expressive level
2.Level of moral rules
3.Level of ethical analysis*
4.Post-ethical level
Types of Threats
¥Act within the values of the political community and personal conscience
¥Question
¥Resist
¥Challenge
Checks and Balances
Create forces that balance response to:
¥Organizational corruption, self-service, and tyranny
¥Individual corruption, self service and arrogance
1.*Develop knowledge of organization and mission
2.*Develop self awareness
