Thoroughly read Collins/Kanashiro’s Chap. 7, Ganesan’s Chap. 5 (pp. 47-87),
and Warren etal 2014: OneSearch: https://csu-sfsu.primo.exlibrisgroup.com/permalink/01CALS_SFR/1n52rj/cdi_openaire_primary_doi_621a0dc48d27fa4654fa779741037af7Links to an external site.
Then, respond to the following three questions in preparation for our class discussions and break-out groups:
- Outline at leastfivekey topics for a 90 minutes in person ethics training workshop for your current employer (or recent past employer).
- Which ethics personality surveys would be most beneficial to employees? To employers? Why?
- Describe how an AI platform ethics training workshop would differ in both benefit and hindrance to an effective ethics training workshop.
- Overview of ethical principles
The most crucial quality of an adult learner is to always learn something from every session and that he can apply and enhance his knowledge in a practical way. To maximize learning in the training session, at the beginning of every training module, it is suggested to discuss and elaborate on the objectives of the particular module. In every module of this training workshop, the trainer encourages us to raise questions and concerns if there is any. The explanation of the Learning Continuum in the training session occurs in one of the training activities. The trainer emphasizes that everyone in the training session is an adult learner and we have to always take the responsibility of our own learning. Throughout the training session, the training content is delivered mainly in three ways: by PowerPoint slides, discussions, and group activities. I would say, this is a very effective approach as it can cater to different learning styles of the adult learners and at the same time, the adult learners can engage and take the responsibility of their own learning. The application of group activities in every module of this training program is very helpful for me as it is not a passive training. When getting involved in the activities, I can learn and absorb the knowledge more efficiently and by discussing with my group members, I can also gain new perspectives and experiences. This can definitely boost up my motivation and provide me with a better understanding of the topics being discussed. Well, one unique thing about this training workshop is that, at the end of the training session, each of us will be given a copy of a good read entitled “The Adult Learner, a Neglected Species” by Malcolm S. Knowles, Elwood F. Holton III, and Richard A. Swanson. After reading through this book, I believe that I will get to know more about the characteristics of adult learners and how the training strategies and methodologies can be tailored to suit the needs of the adult learners.
1.1. Introduction to ethics
“Ethics,” in a broad sense, is defined as the branch of philosophy that deals with questions about morality – that is, concepts such as good and bad, right and wrong, justice, and virtue. At a more down-to-earth level, the term is used to describe an individual’s character, a set of moral principles or values, the rules or standards governing a particular action or profession, or the study of morals. Simply put, ethics involves learning what is right or wrong, and then doing the right thing; but “the right thing” is not nearly as straightforward as conveyed in a common idiom like that. Ethics is not limited to the activities of a single individual. Since it is an inherently social and communal subject, the “right” thing to do involves thinking about and evaluating what is “right” or “wrong” from a variety of points of view, including the individual’s own perspective, the perspectives of others in the workplace, and the perspective of the organization itself. If something is not right from one person’s perspective, it does not mean that it is not right from the perspective of another person with respect to the same situation. Moreover, it does not mean that it is not right from the perspective of the organization with respect to that situation. Therefore, ethics is not merely about the individual; it is a social endeavor that involves understanding and examining moral values in relation to the wider society. Sensitivity to the variety of ethical perspectives and improve critical thinking and reasoning skills are needed. This kind of ethics knowledge obtained in the workplace can also help to potentially explore professional growth and success. Ethics focuses on the “right” way of working: it is about the systems, processes, and decision-making that are right. It looks at how the organization works and how the people who are part of that organization work together. It promotes respect for the quality of working relationships between different levels of staff and the different functions within the business.
1.2. Importance of ethical behavior in the workplace
In addition to underpinning ethical standards and practices, research from Josephson Institute reveals strong relationships between a positive workplace culture and high employee productivity, willingness to stay with an employer, and feelings of commitment to the organization. Over the last 15 years, the US-based non-profit organization has used self-reported data from over 7,000,000 individuals – including both leaders and employees across 3,000 public and private sector companies. Its ongoing ‘National Business Ethics Survey’ examines the trends involved in ethical workplace culture and engages stakeholders in a conversation about what it means and how to achieve it within an organization. When the subject turns to workplace culture, the focus is frequently turned to ethics. But just what is meant by ‘ethical work behavior’? And what does it mean for human resource professionals and business leaders? Ethics is based on a set of moral and ethical values – common principles set out how an organization will conduct itself. From a customer’s perspective, for them to return to an organization, they need to trust that the business is acting ethically and that they are offering a genuine service. From a worker’s perspective, a positive workplace culture – which is heavily influenced by the established ethical practices – will not only lead to higher levels of engagement, it will lead to increased meaning, positive morale, and often a deeper level of job satisfaction. This has been the experience for some of the UK’s most successful and profitable businesses and has led research firm, Great Places to Work, to assert that “there is no measure more powerful than an engaged workforce to drive organizational success”. In 2017, Great Places to Work analyzed the feedback from over a quarter of a million existing employees in the UK to identify the core strategic priorities employees were focusing on and found ‘giving something back’ was more important than good ‘work perks’ and ‘charitable absence’. Along this vein, and arguably more tellingly, when you look at the top organizations identified by the Great Places to Work panel, it becomes clear that a workforce is very much concerned with the degree to which the company operates ethically.
1.3. Ethical decision-making process
To understand how to approach ethical decision-making, it is important to know that the process has three main parts. First, ethical issues are identified – that is, it is made clear that there is a situation which raises concerns. Then, various stakeholders’ perspectives are sought, in order to understand the nature of the problem and who is affected. Finally, once all the relevant information is gathered, a decision has to be made, based on careful consideration of the information and a critical evaluation of the options. It is important to use the full process, rather than skipping straight to making a decision. This ensures that the decisions made should be the most ethical; it avoids ‘quick fixes’ which may only address a small part of the problem, or ignore it altogether. Quick, choice-focused processes may also lead not only to the wrong decision but also damage the reputation of the person or organization making it. It is not always easy to use the ethical decision-making process. The group of nuns in the frozen car park are likely to face great difficulty – not just the immediate, ethical problem of helping the man in the hospital, but also in overcoming the practical obstacles they face. However, it is surely sensible to adopt the full process even in a difficult situation. Using the ethical decision-making process means that whatever course of action is decided upon, it will be justified with reasons which can be explained to others, rather than a ‘gut feeling’ or a quick fix so that one can ‘wash their hands of the problem’. This is very important when dealing with vulnerable people, who may not be able to challenge decisions made about their lives; using the process means that a full, objective examination of facts and options is adhered to. By inspiring a critical, evaluative approach, the process also encourages and fosters the development of analytical abilities and specialist knowledge in individuals and their organizations. This may lead to innovative, high-quality practice and an overall improvement of services. Indeed, it is sometimes necessary to endure a period of reflection and analysis to produce the best solution. Socrates suggested that those seeking to lead a self-examined life should engage in a continual process of analysis, discussion, debate and evaluation. Although it can be hard to resist the pressures of modern life and make time for such reflection, the potential improvement in the quality of decision-making and actions justifies this effort. Modern society would benefit from such a view and adopt the ethical decision-making process more widely. Ethical options and evaluations of them can be usefully assessed using an ethical grid. This is a visual, logical way of working through one option at a time and applying ethical principles. It can be a useful aid to help ensure that all relevant considerations are examined, and that the most ethical course of action is decided upon. On the reverse of this information sheet are some ethical grids and instructions on how to use them in cursory practice. Such tools should not defy the decision-making process but aim to enhance it, and to provide a visible account of the ethical efforts that have been made. By doing so, ethical decision-making can be justified and understood by both professionals and by the individuals who are affected.
1.4. Ethical dilemmas and their impact
The impact of ethical dilemmas can be far-reaching. When employees and leaders are faced with tough decisions, the true nature of the organization’s culture is put to the test. Most people want to do the right thing, but ethical dilemmas can create complex situations where the right thing is not immediately clear. This can lead to significant stress and discomfort for those involved. In some cases, workplace relationships can be irreparably damaged and productivity can be compromised. “Groupthink” is a common pitfall when dealing with ethical dilemmas. This is a term used to describe instances where a desire for group consensus and a fear of standing out can lead to poor decisions. Recognizing and understanding the potential pitfalls of groupthink can be an important safeguard for leaders and organizations. Ethical dilemmas can shake a workforce’s sense of integrity and create a divisive workplace. UMA’s commitment to creating and maintaining a respectful and inclusive working and learning environment is vital for our students and the entire team. We must all be committed to fostering an environment in which diversity is celebrated and inclusiveness is the norm. Treating each other with dignity and respect, valuing unique perspectives and taking actions to create a supportive, team-oriented and non-partisan climate is paramount. When you find yourself in the midst of an ethical dilemma, recognizing potential stress and the range of emotions it can generate is important. This section will help participants understand the impact of ethical dilemmas on themselves and on the organization, particularly with respect to identifying and initiating the actions necessary for change and improvement. This can lead to a significant weakening of communication across teams and divisions, effectively dismantling a healthy organizational structure where initiatives and information are easily shared. The trust between leadership and the workforce is compromised. It can also lead to feelings of disengagement and a low morale – negative impacts for both the individual and the broader organization. Employees might also face significant repercussions from peers and supervisors. Cultivating an environment and culture where this is a reality is crucial to contributing to the principles of KCE. Establishing expectations for practicing good ethical decision-making in all situations and aligning actions so they’re consistent with UMA’s Code of Conduct and ethical standards are critical components to supporting our organizational philosophy. Overall, the guidance relates directly to the critical role that each employee, regardless of position, plays in nurturing a healthy and productive ethical culture within our organization. As leaders and positive contributors to the campus and our community, everyone must understand the impact of ethical dilemmas on individuals and on organizations and take proactive steps in kindling an environment of change and reform. The need to understand the concepts engaged will be paramount in this section.
- Code of conduct and policies
2.1. Understanding the organization’s code of conduct
2.2. Key policies related to ethics
2.3. Reporting unethical behavior
- Ethical leadership
3.1. Role of leaders in promoting ethical behavior
3.2. Building a culture of ethics within the organization
3.3. Leading by example
- Workplace ethics and relationships
4.1. Respecting diversity and inclusion
4.2. Maintaining professional boundaries
4.3. Handling conflicts of interest
- Ethics in decision-making
5.1. Balancing ethical considerations with business goals
5.2. Ethical implications of different decision-making models
5.3. Evaluating the ethical consequences of decisions
- Ethical communication
6.1. Importance of transparent and honest communication
6.2. Ethical use of technology in communication
6.3. Communicating ethical concerns effectively
- Ethical responsibilities in the digital age
7.1. Data privacy and protection
7.2. Ethical use of social media and online platforms
7.3. Cybersecurity and ethical hacking
- Ethical implications of emerging technologies
8.1. Artificial intelligence and ethics
8.2. Ethical considerations in automation and robotics
8.3. Ethical challenges in biotechnology and genetic engineering