Ethics – “Decision-making Model/Framework” Matrix
A Guide for Managing and Resolving EAP Ethical Dilemmas
EAPA Model (Jeffery P.
Christie/Marilyn Rumsey) ¹
FACTS / ISSUES
What is potential ethical issue(s) in
this situation?
 Competing values or interests?
 Your personal values?
 Relevant ethical guidelines?
Who are the stakeholders impacted
by the decision?
STAKEHOLDERS
ENVIRONMENT /
CONTEXT
OPTIONS
MOST
ETHICALLY
FEASIBLE
CHOICE
DECIDE
Describe the environment in which
the issue takes place? (e.g.,
oppressive, supportive, etc.)
List all possible choices of action.
 Benefits the client?
 Benefits the organization?
 Benefits you?
 Benefits society?
Which choice is the most ethically
feasible?
Make your decision.
ACT / REVIEW
Workplace Model
(Diana C. Dale)
Markkula Center for
Applied Ethics
Charles L. Beem (Ethics & the EAP
Manager)
What are the facts of the case?
Recognize a moral/ethical issue.
Get the relevant facts.
What can I learn more about the
situation?
Decide the parameters of the situation.
Define the potential issues involved
Who are the constituencies/
stakeholders/interested parties
involved?
What are your perceived
obligations to each stakeholder?
What principles come into play in
this situation? What are the major
issues?
What balance do you perceive?
What is most important? What is
the cost?
What are the options or
alternatives? Are there creative
solutions that may have been
overlooked?
What individuals/groups have an
important stake in the outcome?
What is at stake for each?
Are some concerns more
important?
Have all the relevant persons and
groups been consulted?
Evaluate the rights, responsibilities and welfare of
all affected parties?
Evaluate the alternative actions
from various moral perspectives
(utilitarian; rights;
fairness/justice; common good;
virtue).
Considering all the approaches,
which option best addresses the
situation?
If I told someone I respect which
option I’ve chosen, what would
they say?
Make a decision.
Generate the alternative decisions possible for
each issue.
How can the decision be
implemented with greatest care
for concerns of stakeholders?
Outcome? What did we learn?
Assume responsibility for the consequences of the
decision/action, including correcting any negative
consequences, or re-engaging in the decisionmaking process if the ethical issue is not resolved.
Given your system of beliefs
(ethics) and the beliefs you hold in
highest esteem (values), what do
you think you ought to do in this
situation? What would your peers
say you ought to do?
What concrete actions will you
most likely pursue and why?
Consult the guidelines, if any, already available
that might apply to the resolution of each issue.
Enumerate the consequences of making each
decision.
Present any evidence that the various
consequences or benefits resulting from each
decision will actually occur.
Make a decision.
Source: EAPA and Workplace Models from the Houston Chapter of the Employee Assistance Professionals Association (EAPA), Ethical Dilemmas in the
Workplace Counseling: A Casebook: Houston, 1995, 1996 - © M. Rumsey & J. Christie, 1996.
Bern Beidel – 11.12.2009
ValueOptions Training
Ethics – “Decision-making Model/Framework” Matrix
A Guide for Managing and Resolving EAP Ethical Dilemmas
Source: EAPA and Workplace Models from the Houston Chapter of the Employee Assistance Professionals Association (EAPA), Ethical Dilemmas in the
Workplace Counseling: A Casebook: Houston, 1995, 1996 - © M. Rumsey & J. Christie, 1996.
Bern Beidel – 11.12.2009
ValueOptions Training