In most workplace situations, there is a clear-cut right way or wrong way to act.  However, we occasionally run into ethical scenarios where there are positive aspects to two differing actions and we are left with a dilemma.  These “competing rights” situations can be extremely stressful.

Here are a few examples:
   It’s right to communicate information that might help other people…
   But it’s also right to respect the confidentiality of information if you have agreed to do so.

   It’s right to follow through on commitments you’ve made…
   But it’s also right to address a higher priority task that suddenly needs to be completed.

In this exercise, your group will think about situations where there are conflicting rights and develop strategies for resolving them.

Set up the Activity
Break the group into several smaller groups of 2-3 people and have each small group work on one of the following situations (or have them come up with one of their own).

• Going to work when you’re obviously sick and possibly contagious.
• Telling an insecure co-worker (or subordinate) their work is good when it is not.
• Voicing support for a decision you don’t really believe in because everyone else is in favor of it and there is no more time for discussion.
• Ignoring a subordinate’s chronic tardiness because the employee has a troublesome home life and you figure they’ve got enough to deal with.

(See “Key” below for the conflicting rights in these situations.)

Review the Situation
For the issue they’ve selected, ask each group to discuss and take brief notes on:
• What are the competing “rights” in this scenario?
• What rationalizations might someone make in this situation? (Examples might include, “It’ll just be easier this way”, “It’s not that big a deal.”, “I don’t have time…”
• What outside influences might be in play?

Note: You may want to explain that influences can either be “supporting” (i.e. they help us make ethical choices– such as a manager who consistently demonstrates high integrity) or  “distracting” (i.e. they potentially lead us toward unethical behavior—such as an emphasis on meeting a quota at all costs.)

At this stage, do not have the groups come up with a solution or final decision.

Resolve the Dilemma
Explain to participants that—as they have just seen– in the case of conflicting rights, both choices may be ethical to some extent, but one is a better choice than the other.  Dilemmas typically have “better” answers, but the decision process can be tough.

Introduce the following three steps to resolving ethical dilemmas:
1) If possible, eliminate the conflict. (Seek permission to grant an exception, make a special case, or otherwise change the conditions.)

2) Decide what’s more right. (Ask which option is most in line with laws or organizational values?  Which provides the greatest benefit for the largest number of people? Which sets the best precedent for guiding similar decisions in the future?)

3) Seek Assistance. (Run the situation past your manager, HR or anyone who can listen and provide objective feedback.)

Have each group revisit their dilemma and apply these 3 steps to their decision making process. What would their suggested course of action be?

Debrief
Ask a representative from each group to describe the course of action they decided on, and the rationale behind it.

Key for Instructors:
For each of the situations your group will work with, here is a little more information on the answers you might look for.
Example 1) It’s right to want to meet deadlines and keep the organization from being short-handed, but it’s also right to stay home when you’re sick so you will get well faster and avoid infecting others.
Example 2) It’s right to protect a co-worker’s feelings (especially when the person is insecure) but it is also right to make sure people know when their work is falling short so they aren’t misled into thinking they’re doing fine.
Example 3) It’s right to be supportive of a team decision, but it’s also right to make sure people know where you truly stand on an issue.
Example 4) It’s right to empathize with people who are having personal troubles, but it’s also right to keep the workplace fair.

Activity based on a section of the Leader’s Guide for the CRM Learning program Ethics 4 Everyone.

Need help in this area? Ethics 4 Everyone is a proven training program for teaching people how to handle a variety of workplace ethics situations including the ones that fall into that tricky “grey area.”

The ROE Report Results: A recent “Return on Expectation” (ROE) study has shown that CRM Learning’s “Ethics for Everyone” video training program exceeds customer expectations nearly 100 percent of the time. Both individuals and organizations have rated their experience as “highly satisfactory” in an independently-conducted study.

About the Video: “Ethics 4 Everyone” combines real-world situations and practical advice for anyone confronted with ethical issues at work. The training program teaches participants to apply a quick “Ethical Action Test” to various situations – and the entire video runs only 15 minutes. A bonus segment for organizational leaders is also included.

Survey Methodology: A variety of clients participated in the survey, ranging from business, financial, education and non-profit sectors. Interviews lasted 30 minutes each, and each client was told that answers would be anonymous and aggregated into a central database in order to ensure unbiased feedback.

Training expectations: Several clients have used the program multiple times over the past few years, and many have made it a core requirement of their employee training programs.

“We are a school who trains high school students in their trades to work in the real world,” one participant said, “and we wanted not only to teach the meaning of ethics, but show real-life situations.” Ethics 4 Everyone fit the bill for this client because it was a great introduction to industry-specific situations, and it illustrated the professional expectations the workplace requires. It also proved to be the perfect conversation opener when discussing the excuses and rationalizations that often happen when someone is in an ethical dilemma.

Ethics 4 Everyone truly lived up to its name, according to several clients. “I used it for leaders who need to set the tone for the entire organization,” said one respondent. But another said “I thought it would be very high-level, but it ended up that it applies to everyone.”

Other clients loved the fact that the video was short, so they could set expectations about company culture early – and often – and at any time. Others praised the program’s inherent flexibility, because it’s relatively short running time made it easy to fit into busy schedules. And for many clients, ethics training was required for compliance. “As a publicly-held company, we need to explain how imperative ethics are,” one client noted.

How Behaviors Changed: Several respondents noted that while they could not detect any overt changes in behaviors on the job, the subject of ethics was certainly top of mind after viewing the training program. “We received excellent feedback about employees increasing their self-awareness,” one client reported. “I heard comments like ‘Now I understand what I’m supposed to do’. Some people even mentioned there were things they had done in the past they didn’t realize they shouldn’t have.”

One client firmly believed Ethics 4 Everyone saved the company money in the long run. “I believe this program leads to avoiding regulatory issues,” the client said. “And we maintain and untarnished image with our customers.”

Summary: Overall, 95 percent reported the video training met or exceeded expectations, and all who used the program said they would recommend it to others. Finally, one respondent summed up the overall satisfaction level with this: “We just haven’t found anything better than this program.”

Get started with Ethics for Everyone, View Trailer or Full Length Preview

Employees who are satisfied with their company’s commitment to social responsibility have positive views about their employer in several other key areas – including its sense of direction, competitiveness, integrity, interest in their well-being, and employee engagement, according to a survey conducted by Sirota Survey Intelligence, specialists in attitude research.

70 percent of employees are positive about their employer’s commitment to corporate social responsibility (CSR), according to the survey of 1.6 million employees from more than 70 organizations.
Employees who have a favorable view of an organization’s corporate social responsibility commitment in such areas as environmental awareness are also positive about several factors important to its success, including:

– Senior management’s integrity

– Senior management’s inspirational sense of direction

– Organization’s competitiveness in the marketplace

– Company’s interest in employees’ well-being

– Employees’ engagement or pride in their organization

“Businesses that recognize the importance of social responsibility often have employees who tend to be more satisfied with their jobs, adopt similar values, and become more committed to achieving success within the industry,” said Douglas Klein, President of Sirota Survey Intelligence.

Integrity of Senior Management
Among employees with a positive view of their organization’s CSR commitment, 71% also rate senior management as having high integrity. When employees are negative about their employer’s CSR activities, only 21% rate senior management as having high integrity.
“Employee views of CSR are connected with a broader assessment of the character of senior leadership – meaning that management can be relied on to follow through on what they say,” said Klein. “However, leaders who are seen as incapable of following through are unlikely to be regarded as being socially responsible.”

Senior Management’s Inspirational Sense of Direction
67% of employees who are satisfied with their employer’s CSR commitment feel that senior management has a strong sense of direction. When employees are negative about their company’s CSR activities, only 18% feel senior management has a strong sense of direction.
“Effective leaders connect the dots for their employees,” said Klein. “When employees question the time or money spent on certain social initiatives or any other activities, an effective leader will demonstrate the strategic importance these programs play in supporting the interests of the business.”

Employee Engagement
86% of employees who are satisfied with their organization’s CSR commitment have high levels of engagement. When employees are negative about their employer’s CSR activities, only 37% are highly engaged.
“A sense of pride is a major driver of both morale and business results, because people want to be associated with a successful organization that has a positive image,” said Klein. “Insightful leaders recognize that strategic CSR enhances morale, and higher morale contributes to better business results.

Interest In Employees’ Well-Being
75% of employees who are satisfied with their company’s commitment to CSR feel their employer is interested in their well-being. When employees are negative about their company’s CSR commitment, only 17% say their company is interested in their well-being – the lowest finding in the study.
“Employees do not divide the moral compass of their company into one part for employees and another part for the community,” said Klein. “Their employers’ commitment to corporate social responsibility is critical in conveying that the organization acts in their best interests, and is dedicated to treating them fairly and equitably.”

Marketplace Competitiveness
82% of employees who are satisfied with their employer’s CSR commitment also feel their organization is highly competitive in the marketplace. When employees are negative about their company’s CSR activities, only 41% feel it is competitive in the marketplace.
“To employees, CSR and business success go together. Companies that enhance their reputations through CSR perform better, and generate greater employee loyalty from workers,” said Klein.