Many words given today "value based decision making," implying that the core values of "good" values, which occupy the moral high ground. But the fact is that all the decisions - whether highly ethical, grossly unethical or anywhere in between - it is based on values. So, the solution necessarily involves implicit or explicit trade-off values. Values are specific decision is not always easy to identify and evaluate, however, and labels that people often take in decision-making can make a deeper analysis of the values more difficult. This article presents a framework designed to study the values implicit in the solutions. Moving systematically with specific consequences for higher ordered, the framework embodied in the adoption of mapping technology, helps the decision maker think through what is received and refusing resulting solutions. It also encourages more choices, and motivates a more balanced view of the positive and negative consequences, and provides insight into the dynamics of decision-making. When good people sometimes say yes to bad - unethical or illegal - actions, there are four possible reasons: (a) the values of the organization are not clear to them, causing them to resort to intuition of undeveloped and reasonable criteria, (b) they may not be clear on their own values, and (c) their interpretation of probability conveniently contributes to their a priori preferred option, or (d) they do not see other options (they believe that their hands are tied.) Each of these features reflect the issues that senior managers should take into account directly in ethical decisions in their organizations. Illustrating the framework through a case study based on real events , the article aims to help managers build a culture that combines the best values of the organization to employees making. "Hide
by Joel E. Urbana, Thomas J. Reynolds, Joan M. Phillips Source: MIT Sloan Management Review 8 pages. Publication Date: July 1, 2008. Prod. #: SMR290-PDF-ENG
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