In this article, author Eugene Soltes makes the case that ethical decision making is straightforward when we have the advantage of distance from a situation, but not as simple when individuals are confronted with actual decision-making opportunities in the course of daily operations. Soltes identifies three reasons why making ethical decisions in the workplace is harder than in training simulations or classroom discussions, each factor is illustrated by recorded instances of unethical behavior that had real world consequences. Soltes concludes by suggesting that organizations cultivate environments where ethical decisions can be made easier, and not more difficult; comparing the game day-like environments where athletes train to the environments where individuals work as a starting point.
In my organization, opportunities like this generally present as HR training opportunities. One particular course I participated in was called Crucial Conversations. This was a 2-day course with some pre-reading where participants are witness to difficult, staged workplace conversations, and afforded the opportunity to participate in difficult or ‘crucial conversations.’ The training sessions for this course are spread out over two weeks. This gives participants opportunities between meetings to recognize and identify crucial conversations as a witness or a participant and reflect back on course concepts and strategies, then share and report back to the group about these experiences.
LO3: Address complex challenges by collaboratively leading teams across disciplines, distances, and sectors.
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