How to manage an ethical crisis
Most people experience pressures to achieve goals; and different people respond differently. Some may even resort to unethical conduct that, over time, is likely to affect both the individual and the organisation adversely. As a result, you may have an ethical crisis to deal with. Because in most organisations the approach to ethics is usually crisis-driven, it is appropriate to be prepared for such an event. Here are some important considerations...
1. Adhere to established management practices.
To put a positive spin on a negative situation, an ethical crisis within your organisation provides a great oppor-tunity to demonstrate your managerial capabilities. Ensure that you:
- Act immediately. Management is all about action and implementation - getting things done. Although staff under pressure may not fully understand the implications of inappropriate and hasty actions, inaction on your part can never be excused in relation to behaviour that breaches the organisation’s code of ethical conduct.
- Provide support. You need to be sensitive to individuals’ needs, and to shape, direct, and focus them for the benefit of the group as a whole.
- Show leadership. Your exemplary behaviour will demonstrate that to be ethical is to focus on the cultural goals of the corporation as well as the business goals.
2. Keep the crisis in context.
Ethical dilemmas are an ongoing struggle for organisations everywhere. First, in any crisis, ensure that the event constitutes a genuine ethical crisis. A perceived crisis could involve resolving a conflict, clarifying ambiguities, dealing with stress, or managing problems associated with ongoing change. Genuine ethical crises are most often associated with far more stressful ethical predicaments - too-good-to-be-missed opportunities, superordinate goals, and other adrenaline-raising activities - or ambiguous situations such as indiscriminate use of sick leave or disregard by management for workplace safety. Dealing with the ethical dilemmas stemming from these situations is the real challenge.
3. Adopt a mechanism for dealing with crises.
Establish a group within the organisation with responsibility for dealing with ethical crises. This ethics committee, representing all groups within the organisation, is a much better alternative than having one person try to deal with such dilemmas. The committee structure would also allow staff to raise concerns without fear of recrimination.
