13 - Leadership Ethics 1 - Fall

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Northeastern University *

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7600

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Philosophy

Date

Oct 30, 2023

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pdf

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29

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Leadership Ethics I
Agenda • Presentation • Presentation Debrief • Ethics • Situational awareness – who we are • Examples • Simulation • Summary • Prep for Next Week 2
Presentation Debrief • What you just did was hard • I know you have so much to say • To distill that into 3 minutes is VERY difficult • Why do we do this? • Any ideas? 3
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Presentation Debrief • Communication is a spectrum • I want to push you out of your comfort zone • Example: • Who are you? • Detail vs Brief • * 4
Presentation Debrief • Communication is a spectrum • I want to push you out of your comfort zone • Example: • Who are you? • Detail vs Brief • Neither is “wrong,” they’re just different 5
Presentation Debrief • As a leader, you will communicate with many other types of people • Not everyone will have time to read a dissertation (nor should they) • Your dissertation is important and valuable! • You will need to learn how to tell your story in different ways for different people 6
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Quick Tips • The slides should support what you are saying or be a brief reference • Should have fewer words on the slide than how you speak to the slide • Some pictures can help: • The audience understand and follow the story • Remind you what the main story is 7
Onward to Ethics! • Any questions? • Ok, here we go! 8
Your Degree • Most degrees don’t come with titles • For us in this room, that’s different • Because of your title, you are held to a higher standard • What other types of people are held to a higher standard? • Lawyers • Medical Doctors, Nurses, and other healthcare team members • Firefighters • Paramedics 9
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The "Hats" We Wear • Many of us do or will wear multiple hats • In addition to your Ph.D., you may be a manager, analyst, finance person… • When you use your expert power, people might get frustrated * 10
The "Hats" We Wear • Many of us do or will wear multiple hats • In addition to your Ph.D., you may be a manager, analyst, finance person… • When you use your expert power, people might get frustrated • People may ask you to “take off your Ph.D. hat” • What would you be sacrificing if you did that? * 11
The "Hats" We Wear • Many of us do or will wear multiple hats • In addition to your Ph.D., you may be a manager, analyst, finance person… • When you use your expert power, people might get frustrated • People may ask you to “take off your Ph.D. hat” • What would you be sacrificing if you did that? • You NEVER get to take off your Ph.D. hat • Learn to empathize with as little compromising (of values) as possible 12
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What Makes it Important • As a leader we influence others • If we aren’t acting ethically, that influences others to do the same 13
Ethics Intro Concepts • Example set by leadership has the biggest impact on culture of ethics • People regularly look to others for ethical guidance • Unethical actions are frequently copied • Overconfidence can make people susceptible to unethical behavior • Lack of accountability can make people susceptible to unethical behavior 14
Ethics • Avoid the pervasiveness of rationalization • Consider the short/long-term consequences of your actions • Ok, so how do we make more ethical decisions? 15
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The Balance • We will be tempted to rationalize decisions • Candy wrapper • The right thing to do may be: • More expensive/harder • Legally unnecessary • Not required by policy • Unpopular to coworkers/leadership/peers • Reach as many goals as you can without doing anything illegal, immoral, or unethical • (for some) Publish as many papers (create as much new knowledge) as you can without doing anything illegal, immoral, or unethical 16
Legality and Ethics • Is everything that is legal also ethical? • Examples? 17
Legality and Ethics • Is everything that is il legal also un ethical? • Examples? 18
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Examples • Bayer 19
Examples • Bayer • Newspapers 20
Examples • Bayer • Newspapers • GM Ignition Switch Recall • Army Training Reporting • NASA Challenger Incident • VW Emissions • Enron 21
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5 Min Break • Relax and come back in 5 mins 22
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Challenge – Ethics Board of Boston 23 • You are members of The Ethics Board of Boston • Though the situations are fictional, you are not. Make these decisions as YOU would. • If you feel uncomfortable with a particular topic for personal reasons, you (individually) may opt out of that topic.
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Challenge – Ethics Board of Boston • Split into your teams • 4 Scenarios (time dependent) 24 • Roles: • Spokesperson • Dice roller (Google "roll dice") • You will have 12 mins to come to a decision • First 5 minutes in teams • Last 7 minutes to come to a class decision • At 12 minutes, the spokesperson must give the answer
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Challenge – Ethics Board of Boston Scenario 1: • A new strain of COVID has been discovered with an R0 of 6.2 and a mortality rate of 2.8% • The local hospital has become overwhelmed with patients and has a limited supply of a new antibody treatment. • Currently first come, first served policy • Hospital has 300 doses for the week and expects roughly 300 arrivals this week • Should we change the policy? 25 • Roles: • Spokesperson • Dice roller (Google "roll dice") • You will have 12 mins to come to a decision • First 5 minutes in teams • Last 7 minutes to come to a class decision • At 12 minutes, the spokesperson must give the answer
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Challenge – Ethics Board of Boston Scenario 2: • There has been a storm that has shut down several power plants in the area • The remaining power plants have drastically increased their prices • Your company, responsible for buying and delivering power, only has the option to buy at this higher rate • Should the power delivery company decline and leave millions in Boston without power to leverage for lower prices, pass the costs down to the customer, or eat the costs and lay off their own workers? 26 • Roles: • Spokesperson • Dice roller (Google "roll dice") • You will have 12 mins to come to a decision • First 5 minutes in teams • Last 7 minutes to come to a class decision • At 12 minutes, the spokesperson must give the answer
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Some Resource Allocation Options 1. Lottery system 2. First come, first served 3. Clinical need 4. Probability of survival 5. Duration of benefit 6. Quality of life saved 7. Cost of resources associated with life extension 8. Personal responsibility 9. Social worth 27
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Debrief • These were difficult topics to talk about • Even if you ended up going with your initial gut decision, it is good to consider why you would not pick alternative approaches • We want people to express their thoughts and feelings openly • Even if it challenges the group's norms • Must be respectful of others • Expect that others will be respectful of your ideas and feelings • No one hurt here • Safer to practice in class than in real life 28
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Purpose • We will cover more Ethics next week • The purpose for today was for you to learn more about who you are and what your gut reactions were to these scenarios, as well as see how others reacted • Next week, we will focus more on ethics theory and how that should impact decision making as a leader 29
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