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Ethical Dilemma
Kevin Jones
Indiana Wesleyan University
Dr. Tim Beuthin
DOL-840 Legal and Ethical Issues
May 13, 2008
Revised November 1, 2008
Ethical Dilemma
This paper will look at the resolution of an
ethical dilemma that was not viewed initially as an ethical dilemma.
The situation involves selecting a person to convert onsite
marketing courses to an online format. As the person charged with
oversight of the bachelor level business and management degree
programs at Indiana Wesleyan University (IWU) one of my
responsibilities is to hire people to either write new courses for
online programs, if the program already exists in an onsite format,
to convert the existing courses for the online programs.
In this case the program, Bachelor of Science
in Marketing, already existed in an onsite format and the decision
had been made to begin the program in an online format. While some
of the courses already existed in other bachelor degree programs
there were six courses specific to marketing which did not exist in
an online format. The following is how I resolved what I later found
out was perceived as an ethical dilemma in who I selected to convert
the courses. I used the model of Kidder's ethical checkpoints as
outlined by Johnson (2007).
Recognize That There is a Moral Issue
I did not see my selection as an ethical
dilemma. This may be an example of a Johari Window moment. A month
after I had selected the person to convert the course to online
another person in another department brought to my attention that at
least among some people there was perhaps the perception that my
selection presented a bit of an ethical dilemma.
The person I selected was a co-worker in my
department, the Center for Distributed Learning (CDL). The reason
some perceived this selection as perhaps presenting an ethical
dilemma is the IWU recently implemented what we jokingly refer to as
a "salary cap" on adjunt instructing on the part of IWU employees
which does not include money that can be made form course writing
among other non-teaching functions. My selection was seen by some as
a way of circumventing this salary restriction.
Determine the Actor
None of the people who perceived my hiring
selection work within the CDL department. They are all outsiders who
are not charged with oversight of our department or me. None are in
a position of authority over me. Nonetheless, I believe that I need
to balance my beliefs on what is right thing to do with how my
actions are perceived by others.
Gather the Relevant Facts
Historically CDL enjoyed a significant level of
autonomy in developing courses for online programs so long as the
approved course objectives were being met by the assignments. That
has changed rather dramatically over the past year as the onsite
directors have been given more oversight of the online programs.
Part of what makes this difficult for those of us who have been
overseeing the online programs is that we understand the history of
our programs and the blood, sweat and tears that have gone into
their development while the onsite directors have very little, and
in some cases none, experience with online courses.
A positive in the change has been an
opportunity for all of us to learn from one another and about one
another. A negative has been that in some cases the onsite directors
have become very heavy handed how they communicate with our
department. Part of this may stem from the fact that they are
concerned with losing some of their control due to the rapid growth
of the online programs which will likely surpass the onsite programs
with the next two years.
Test for Right-versus-Wrong Issues
There are no legal issues in this particular
case. There was absolutely no issue with any feeling intuitively
that what I had decided had any negative ethical connotations
whatsoever at the time I made the decision. The decision was made
based upon a set of criteria approved by the director of CDL as was
the selection itself. I will address the criteria in a later section
of this paper.
I was not in any way uncomfortable with the
idea that this decision would be publicized. There was nothing that
I would find embarrassing by the disclosure of my choice.
Right-versus-Right Paradigms
The criteria I established prior to begin my
search for a candidate to convert the courses was that first the
person had to be academically qualified. Second, the person had to
have significant work experience in marketing and advertising.
Third, the person had to have significant experience teaching online
courses. Fourth, the person had to someone with an established
reputation of being reliable and dependable.
Looking at this criterion in greater detail
further breaks down how each of the criteria was analyzed.
Academically qualified was defined as holding a least a master's
degree with a minimum of nine additional graduate hours in
marketing. Significant experience was defined as having a minimum of
10 years of works experience in marketing and advertising.
Significant experience in teaching online courses was defined as
having taught online for at least five years. Finally, having an
established reputation of being reliable and dependable was gauged
by promptness in responding to students questions, posting weekly
attendance, and promptness and quality of feedback in the grading of
assignments.
This set of criteria narrowed the search down
to one person rather quickly. This person surpassed the minimum
requirement for academic qualification, had over 20 years of
marketing and advertising experience, had instructed online courses
for 8 years, and was a proven entity in regards to reliability and
dependability.
Resolution Principles
There were candidates who were stronger in one
of the criteria but none who came close when looking at the sum
total. This fact made the decision a fairly simple one in my eyes. I
met with the director of CDL who agreed with my assessment and
decision and the contracts were written.
Not once during the time the criteria was
established and the decision made was there aver any thought of this
being a way to circumvent the "salary cap". There was, and has not
been, any discussion on how this person could "return the favor" by
having me write or convert course for them in the future.
Interestingly enough, the person most bothered by my decision had
hired me to write a course for their program a couple of years prior
to this incident.
Looking for a Third Way
In looking at possible alternatives I can see
that had I recognized this as being perceived to be an unethical
decision I see that I could have asked one of the other candidates
to co-write the course with the person selected. This may have
alleviated some of the anxiety in those outside our department.
Make the Decision
I made the decision to hire the person I
believed to be the best qualified to convert the course based on the
approved criteria. This was what I believed to be in the best
interest of our students. The person selected brought a rare
combination of academic credentials, actual experience in the field,
great understanding of adult online learners, reliability and
dependability in getting the courses converted by the established
deadlines and a heart for integrating faith with learning.
Revisiting and Reflecting
Perhaps I am naïve but I never saw this
decision as an ethical issue. I had established an approved set of
criteria that I believed clearly would articulate the type of
candidate I was looking for and never gave any consideration to
where the person might be employed as a factor in the decision.
In reflecting on the situation I can see that
this should have been something that I recognized as a potential
cause for concern on the part of those not involved in the decision
making process. One option that I will pursue in the future will be
to widen the circle of those involved in establishing criteria and
the screening of candidates.
This situation has opened my eyes to how
careful a leader must be in making decisions. A leader may have the
purest of motives but those within the organization may not
understand how the process played out. Open communication is the key
to being perceived as an ethical leader. Ultimately the person who
was uncomfortable with my choice wrote me stating he believe me to
be a person of high integrity (Appendix A).
I have striven to live my life in such a way
that there is no question of my integrity. This includes the way I
have conducted myself with students and with members of the opposite
sex (Appendix B). It is my goal to live a life that reflects Christ
in me.
References
(Johnson C E 2007 Ethics in the
workplace: Tools and tactics for organizational transformation)Johnson,
C. E. (2007). Ethics in the workplace: Tools and tactics for
organizational transformation. Thousand Oaks, CA: Sage
Publications, Inc.
Appendix A
Kevin,
Your devoted approach
to work is a clear display of your personal integrity. Without any
hesitation I would recommend you as a strong leader, a devoted
employee and a man of personal integrity.
Mike Manning
Director of B.S.
Business Programs
Indiana Wesleyan
University
Kevin,
I
wanted to let you know that you showed real character and integrity
in the way you handled the tough situations of life. Personally,
you had a way of coming back strong from things such as back surgery
and an appendectomy. You never let these obstacles slow you down
for long. In my opinion this was best shown when Jeff Ford was
killed in a motorcycle accident. You did the things that needed
done to help Jeff's wife Teresa cope with the family personal
issues. It was always done in good taste and the Spirit of Christ.
Jeff had been a teacher at our school and close friend to many. The
efforts and love shown by you gave the whole school family a sense
of security and hope that God would carry all of us through the
difficult times of life.
David
Munson
Principle
Far
North Christian School
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