What Would You Do? Common Workplace Dilemmas As we move into the final chapter, let’s do a quick review of what we’ve covered so far. The first three chapters of this book explained through the Integrated-EDM model how ethical decision making takes place or is impeded. Chapter 4 laid out a set of normative criteria for determining ethical behavior through the Multifaceted-EDM model, while Chapter 5 set out criteria for when it is permissible or even obligatory to blow the whistle on misconduct. Chapter 6 indicated the key pillars leading to an ethical corporate culture. Now that we have covered the foundations of ethical decision making, provide a more practical application of the descriptive and normative theory of ethical decision making

On many occasions, the ethical situation might involve an overlap with the various types of issues indicated, such as refusing a command from an authority figure (e.g., manager) to cheat the customer or client, while at the same time deciding whether to report the manager’s wrongdoing. I might also believe I can benefit financially or get someone into trouble I do not particularly like (moral temptation) by reporting misconduct while at the same time believe I am standing up for ethics by reporting the misconduct. For all types of ethical issues faced by employees, there are typically at least three basic alternatives which you should discuss i details : (i) do nothing/status quo; (ii) do something; or (iii) quit. The use ofmoral imagination discussed in Chapter 1 can often lead to additional alternatives being perceived as well.