Read the chapter and see the powerpoint and answer the Questions
E T H I C S IN P U B L I C A D M I N I S T R AT I O N : C H A P T E R S S E V E N A N D E I G H T C HAPTER S EVEN : Two Faces of Ir responsibility Using a public organization’s information and access to key people for personal gain Bending the direction of policies and programs away from their mandated objectives A conflict among internal and external controls reflects faulty design and is conducive to unethical conduct. C ONFLICTS AMONG I NTERNAL AND E XTERNAL C ONTROLS Sexual orientation and law enforcement.
What are the facts? What principles were at risk? What is the cause of the problem? What are some solutions? Natural Death What are the facts? What external controls were in conflict? What internal controls were in conflict? What three things were wrong with the Natural Death Act itself? C OMPONENTS OF R ESPONSIBLE C ONDUCT Individual Attributes Give examples Organizational culture Give examples Organizational Structure Give examples Societal expectations Give examples C OMPONENTS OF R ESPONSIBLE C ONDUCT I NDIVIDUAL A TTRIBUTES Need to recognize certain conditions Moral ambiguity Self interest and altruism Contextual forces that condition priorities Values reordered as situations change Paradoxes of procedures Give order and yet can become ends Moral Qualities A MERICAN R EGIME V ALUES The Constitution – 3 main values ( p.171 ) Name them Cooper’s list beyond the Constitution Name 4 O RGANIZATIONAL S TRUCTURE Objective responsibility is enhanced through clear accountability Subjective responsibility is enhanced at every level through the constitutional nature of the organization. Heightening both focuses efforts toward achieving goals. O RGANIZATIONAL C ULTURE Informal set of myths, rituals, values and norms that exist alongside the formal structure Culture may subvert the best efforts of leaders desiring to build an ethical organization Individuals who are ethical are hired and trained Accountabilities may be clear Culture can still subvert Discourage ethical behavior Encourage unethical behavior M EASURING E THICAL C ULTURE Kinds of Values Intrinsic Intrinsic thinking about ethics focuses on the personal ethics: on personal conscience, an individual's sense of responsibility, and personal integrity. Extrinsic The extrinsic dimension focuses on practical ethics. It involves seeing oneself as responsible for the common welfare, as willing to do what is required to carry out good deeds, and as feeling an obligation to do good. Systemic Systemic thinking about ethics is all about moral code. It speaks of respect for rules, compliance with regulations, and clarity of ethical principles. V ALUE S CIENCE Axiology Robert S. Hartman Nazi Germany “The engineering of good.” Axiometrics Wayne Carpenter Philosophy student Helicopter decision simulator S OCIETAL EXPECTATIONS Expressed through Participation Must be carefully planned and systematically structured Can be frustrating, time consuming, anxiety producing Two results: maintains the people as the focus and assists in clarifying laws Laws and policies Some cohesion needed in pluralistic diversity Two results: provide constraints on administrators and link administrator with executive, judicial, legislative offices. K EY R ELATIONSHIPS Societal Expectations prime Individual attributes must support public interest Organizational structure must provide access Organizational culture must include norms that encourage support of law and engagement with the public C OMPONENTS OF R ESPONSIBLE C ONDUCT C HAPTER 8 : S AFEGUARDING ETHICAL AUTONOMY Responsibility External Superiors Politicians Citizens The Law Internal Values Beliefs Principles Ethical Autonomy — public good above loyalty to party, person or organization D EALING WITH U NETHICAL S UPERIORS AND ORGANIZATIONS Cases of conflicting loyalties Motivation to blow the whistle: four perspectives Power relationships (intimidation?) Conceptions of fairness and justice Perceived impact on overall welfare Attributions of intentionality and friendship Examples Fitzgerald — DOD cost overruns led to ostracization Coplin — upgrading meat, understaffed to retaliate Ellsberg — Pentagon Papers, retaliation but ultimate exoneration C ONSEQUENCES Ambiguity of effectiveness and possibility of retaliation Often not fired outright or because of the related issue Challenger space launch Boisjoly, engineer, warned against launch Fired after hearing PTSD Optimistic re power and importance of decision W HISTLEBLOWERS AND ORGANIZATIONS “Crackpots” or normal people? Whistleblowers are perceived more positively now, possibly because many health and safety issues emerge Importance of enhancing moral development Alternatives to whistle blowing Trusted dissent channels Collaborative communication and problem - solving channels P RESSURES DISCOURAGING BRINGING ISSUES TO LIGHT Political pressures Nixon’s “Malek Manual” — how to exact compliance Team Player Ethic Ethical autonomy threatens smooth running Code of Ethics for Government Services (1958) Loyalty to principle and country above person, party, or government entity Exposure of corruption Support of code; public office seen as public trust Often superiors do not abide by code The Agentic shift Shift from autonomous or self -directed and systemic or organizational. C AUSES OF T EAM E THIC Nature of public organizations Lack of profit motive leads to focus on appearances -- “Impression management” British more apt to blow the whistle and resign Consequences more damaging to US protesters Private sector norms Boardroom ethic of loyalty prevents speaking out Anti -tattling Conditioning Bureaucratic norms Lose loyalty to politicians, law, citizens Subservience strengthens as one moves up A GENTIC S HIFT Milgram’s shock experiments — obedience to hierarchy Nuremberg Trials — Eichmann “following orders” Even his “clichés” reflected absorption into the organization Link with empathy broken; only link with superiors Zimbardo’s prison/warden simulation Had to be stopped early O RGANIZATIONAL R EMEDIES US Office of Special Counsel (OSC) – 1978 Report in 1997 shows strong progress in encouraging and protecting whistleblowers. ASPA statement on whistleblowers (1979) Importance of policies that articulate ethical standards Regular communication of expectations to employees Dissent channels for alternative views to be heard Management’s focus on merits of complaint rather than assumed motivations I NDIVIDUAL R ESPONSIBILITY The Nuremberg Principles Individuals are ultimately responsible for their actions Neither official role nor obedience to authority excuse Final Safeguard Individual responsibility counterbalances agentic shift When organizational goals displace legal mandate and public good displaced by private interests, commitment to responsible conduct combats corruption, along with public push for accountability The virtue of the practitioner protects the common good Majority of whistleblowers, even those suffering serious negative consequences, would do it over again P RESSURES AGAINST ETHICAL AUTONOMY Organizational dominance Whyte (1956) The Organization Man Scott and Hart (1979) “role hierarchy” Organizational delimitation and transcendence Ramos (1981) — ”Market dominated social reality” Personal actualization subordinated to economizing Antidote: para -economic model of society -- enclaves Professional, political, and community identities as well as organizational/bureaucratic Workplace Bill of Rights Ewing (1977) Freedom Inside the Organization Corporations suppress freedom of speech, press and assembly; due process; privacy; freedom of conscience Law of contracts plus Roman law encourages subordinate compliance C OMPONENTS OF E THICAL A UTONOMY Delimitation of Loyalty Cultivate personal , professional, citizenship, and community relationships outside the organization Establishment of legal and institutional mechanisms Contain organizational power Protect individual rights Self -Awareness S ELF A WARENESS Ethic of Awareness internal focus — self -esteem, role awareness, self - direction Increasing control over non -conscious aspects of our behavior Kohlberg (1984) stages of moral development 1. Obedience and punishment 2. Self -focused need satisfaction 3. Social approval 4. Rules and authority 5/6. Principled thinking that transcends punishment, needs, approval or rules. Role Evaluation Is it legitimate for anyone? Is it legitimate for me? Is it legitimate in its enactment?
Bork firing Cox, Watergate prosecutor AG Richardson resigned, Deputy AG Ruckelshaus fired