Steinman, Richardson and McEnroe, "The Ethical Decision-making Process"

SOURCE FOR THE PROCEDURE

THE PROCEDURE ITSELF

1. Identify the ethical standard involved.
   1. Search for applicable ethical principles, especially those embodied in law and codes of ethics.
   2. Consider whether, as a result of this search, you have reached clarity.
      • If you are unclear about the applicable principles, consult with peers, supervisors, or an ethical review board.
      • If you are clear about the applicable principles but resist their recommendation, examine yourself to determine the source of this resistance.
2. Determine ethical trap possibilities.
   1. Beware of the belief that, because you are an ethical person, you can reach objectivity without consulting others.
   2. Beware of the tendency to substitute personal values for professional codes and standards.
   3. Beware of the belief that there are no right or wrong answers due to variations in circumstances.
   4. Beware the uncritical tendency to put the client first.
3. Frame a preliminary response.
   1. Consider what the code says you should do.
   2. Consider what the law (if any) says you should do.
   3. Consider which circumstances (if any) should influence your choice.
   4. Frame your response.
4. Consider the consequences.
   1. Identify the short-term consequences of your response.
   2. Identify the long-term consequences of your response.
   3. Do these consequences result in any conflicts of interest?
   4. Are any of these consequences unintended?
   5. All things considered, is this what the ethical codes seem to have in mind?
   6. Would you be able to justify your decision if questioned?
5. Prepare ethical resolution.
   1. What is the situation, including possible relevant circumstances?
   2. What ethical codes or laws are involved?
   3. What do these codes or laws suggest I or others do?
   4. What do colleagues, supervisors, or ethics boards suggest that I or others do?
   5. What are the consequences of taking this action on the client, on me, on my employer, and on others in the community?
   6. In light of these considerations, here is what I propose ...
6. Get feedback.
   1. Consult with a supervisor, a respected peer and, if there are legal issues involved, an attorney.
   2. If these sources aren't available or have conflicts of interest, check with the ethics board or review committee of your profession.
7. Take action.
   1. Amend your proposed resolution based on the feedback you have received.
   2. When you are confident about it, take appropriate action.

WALT'S CHECKLIST

• This method is most useful when the DECISION-MAKER ...
  • has easy access to advisors, consultants or role-players [steps 1b, 5d, 6a and 7a]
  • has high initial sensitivity to relevant ethical "features" [step 1]
  • is skilled in causal or consequential reasoning [steps 4 and 5e]
  • is skilled in the application of general ethical principles to specific cases
• This method is most useful when STAKEHOLDERS ...
  • share ethical codes or policies [steps 1a, 2b, 3a, 4e, 5b and 5c]
  • share ethical principles [step 1]
  • share laws and legal precedents [steps 3b, 5b, 5c and 6a]

Index