Who does the action benefit?
The Samson and Daft text details the 60 Minute Test (2015, p. 192). It assumes that a TV interviewer
and crew have landed on your front porch and are asking you questions about an ethical dilemma you
are facing. The range of questions is well worth reiterating here:
• Is the problem or dilemma really what it appears to be? If you are not sure, find out.
• Is the action you are considering legal? Is it ethical? If you are not sure, find out.
• Do you understand the position of those who oppose the action you are considering? Is it
reasonable?
• Who does the action benefit? Who does it harm? How much? How long?
• Would you be willing to allow everyone to do what you are considering doing?
• Have you sought the opinion of others who are knowledgeable on the subject and who
would be objective?
• Would your action be embarrassing to you if it were made known to your family, friends,
co-workers or superiors?
(2015, p.192)
Applying these questions and analysing the situation in the context of communication models and
techniques will greatly facilitate the decision making process. Let’s quickly look at some of the
communication theory you might use:
• Applying the elements of modelling: messages sent/messages received, an analysis of
noise, interference and feedback and other elements.
• Applying emotional intelligence to understand not only your position but that of others.
• Applying active listening skills by making sure you are taking the best opportunity to hear
everything that is being said.
• Being inclusive by engaging with all those who may be affected.
• Observing non-verbal responses and being sensitive to what is being felt, not only what
is being said.
• Being adaptive to changing issues and being responsive to the needs of everyone.
Management scholar Mary Parker Follett, described management as ‘the art of getting things done
through people’ (qtd in Samson & Daft 2012, p. 10) and her work is discussed in detail in the set textbook
(2018, p. 63; 2015, p. 61).
Progressive managers understand that they are a two way mirror within an organisation through which
employees view the organisation and through which senior management view their employees.
As a manager, you are the conduit for communicating the work culture of an organisation. It is you who
is up close and personal on a day to day basis with the vertical, horizontal and latera
Module 1
19
communication conduits within your organisation. How you conduct yourself will directly affect both the
productivity and the emotional climate in the workplace.
REALITY CHECK. Follow this link to a YouTube clip, ‘Paper Cuts to the Soul’ in which Steve Slap talks
about the real effect and nature of organisational morals and ethics on individuals.
2.2 MAKING YOUR ETHICS CLEAR
Earlier, we discussed strategic conversations. Make no mistake about this, you need to understand that
when employees talk with you or report issues to you, they are looking to you for guidance, approval
and possibly an active intervention (if required0. You need to be constantly reflecting on your own
standards because employees are looking to you for certainty and consistency. You will be the one who
is setting the example. Personal advice received over 35 years ago from a colleague has stood the test
of time. He said, ‘whoever you are will be reflected by your crew. If you are lazy, they will be lazy. If you
swear, they will swear. If you are fair and honest, they will be fair and honest’. This remains great advice.
The best way for a manager to gain credibility for themselves and certainty and consistency for their
employees is to set clearly articulated standards. By communicating these standards and adhering to
them, you will gain their support.
Be aware that setting standards is a two-way process. Your employees will be watching and
commenting amongst themselves on whether you stand by (and for) the standards you have set for
them. You will be familiar with the terms ‘walking the walk’ and ‘talking the talk’. Each has its own merits,
but it is ‘walking the talk’ that really matters most in developing your workplace relationships and
communication networks.
Be completely honest and ethical in all aspects of your work up and down the organisation. Be honest
about your own abilities, the information you provide, and about whether deadlines are achievable. If
you do these things, so will your employees. In that environment, adaptive solutions can be found and
plans made that will produce the best outcomes economically and ethically.
Remembering that communication theory suggests that not communicating is also communication,
failure to set your standards sends a message to employees that they are working within a ‘laissez-
faire’ system where they will be left to set their own standards. Usually, ‘laissez-faire’ can be associated
with anarchy. If you do not engage in considered, strategic conversations with your employees, you will
be out of the information loop.
REALITY CHECK
Follow this YouTube link to meet Gordon Gecko the main character in the 1987 movie Wall Street.
Gordon is the opposite of everything we are talking about this week.
COM21 Management Communication
20
2.3 ETHICAL DECISIONS
Managers face a range of decisions that involve ethical and social responsibilities. Some of these might
be:
• Health and safety issues in the workplace including duty of care to employees and the
invasion of individual rights
• Issues with products or services in the light of current medical or environmental
commentary
• Environmental issues to do with the product itself or with waste products as a result of
production
• Divisive issues within the workplace involving situations or issues where decisions may
meet the needs of some part of the organisation but not others. An example may be a
conflict between production who need employees to work long hours to complete an
important order and the Health and Safety Officers who perceive danger to employees in
that action.
Ethical decisions must involve economic issues (costs, profits, growth) and ethical and social
responsibilities. Decisions need to be made using accepted norms and values, internally and externally.
Normative ethics is a philosophical standard that can be universally applied.
In business, four different approaches are commonly used in tandem: Utilitarian, Individualism, Moral
Rights and Justice. These approaches, like communication models, often represented the accepted
solution from and for their era and in any discussion you should be considering them as a continuum,
rather than as being better or worse than each another. In most situations, it would be wise to consider
each approach as part of your process and let each part inform the whole.
Utilitarian. This old model dating back to the 19th century is still relevant today. In its first manifestation
it was based on concepts about supporting moral behaviour that produces the greatest good for the
greatest number.
Over time, it has gained critics who believe that it is often used to oversimplify issues and, as such, is a
dangerous approach. Its critics maintain that it is only the organisation that gets to decide who will or
won’t be directly affected, even within an organisation or any external stakeholders. Consequently, they
are seen to be controlling ‘who is in the room.’
In reality, this may be harsh criticism as these sorts of decisions are entirely at the discretion of those
dealing with the ethical issue. However, it has certainly picked up a less than favourable reputation by
association.
Critics of the utilitarian ethic fear a developing tendency towards a ‘Big Brother’ and question
whether the common good is squeezing the life out of the Individual (Beckham & Wong qtd in
Samson & Daft 2012, p. 177).