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