MGMT5050 Chap.3 Ethical Decision Making
Ethical Decision Making
Ethical decision making slows the jump from a vivid problem to a preferred answer. The 5Ws clarify context, while stakeholder analysis, explicit criteria and feasible options make comparison possible. The chapter also examines heuristics and bias, then uses justification as a final test of whether the recommendation answers the problem that was actually defined.
What this chapter covers
- 01
5Ws context analysis
- 02
Heuristics and bias
- 03
Ethical criteria
- 04
Feasible alternatives
- 05
Comparative justification
Respond to uncertain product risk
- 1Define the decision and uncertainty.
- 1Compare safety, sales and investigation criteria.
- 1Assess continuation and temporary-pause options.
- 1Recommend a proportionate pause and review trigger.
Key terms
- 5Ws analysis
- A context tool covering who, what, where, when and why.
- Heuristic
- A mental shortcut that aids decisions but can distort attention or judgement.
- Decision criterion
- A standard used to compare options in a specific case.
Ethical Decision Making FAQ
Why use a process for ethics?
A process exposes assumptions, missing stakeholders and weak alternatives before commitment makes the first answer difficult to challenge. The chapter method applies this point to 5ws context analysis and shows how it changes a practical decision.
What makes justification comparative?
It shows why one option better satisfies stated criteria than a credible alternative while acknowledging its own trade-off. The chapter method applies this point to heuristics and bias and shows how it changes a practical decision.
Assessment move
Practise turning broad dilemmas into one actionable decision. Before choosing, write criteria and alternatives independently, then seek evidence that could disconfirm your initial preference.
Build a detailed working note from the chapter: C3 · DECISION FLOW Structure a difficult ethical decision E-PROCESS · WEEK 3 Combine context, stakeholder interests and explicit criteria before choosing 5Ws · bias · criteria · justification A decision process protects against two common errors: solving the wrong problem and defending the first attractive answer;
The 5Ws establish context by asking who is involved, what is happening, where and when it occurs, and why it matters; This is not a decorative opening section; It determines the decision boundary, reveals missing voices and prevents a vivid symptom from replacing the underlying issue;
Slow the move from description to choice People use heuristics because attention and time are limited; Those shortcuts can help, but they can also make familiar evidence feel stronger, recent events seem more likely or group agreement appear more reliable than it is;
A structured process makes the criteria visible before options are compared; If safety, fairness, feasibility and long-term trust matter, define what each means in this case and explain how competing options perform; Define Stakeholders Options Reasons Consequences Choose Justify review when evidence or effects change Ethical decisions are iterative;
Justification may reveal a weak assumption and send the analyst back to the problem definition; Stage Diagnostic question Context What exactly requires a decision now; Stakeholders Who has interest, influence, vulnerability or responsibility;
Criteria Which ethical and practical standards apply; Options What feasible alternatives exist, including safeguards; Justification Why is the choice defensible to affected parties; ; A list of seven labels is not reasoning At every stage, add case-specific evidence;
Process earns its value by changing what you notice and how you compare options; C3 · JUSTIFICATION Make the justification do real work B-METHOD · CLINIC Show why the preferred option beats the strongest alternative comparison · trade-off · explanation · review The final step tests the whole chain A recommendation is not justified merely because it names a desirable value;
Compare the preferred option with the most credible alternative using the criteria established earlier; Address the most serious objection and explain how a safeguard reduces, rather than erases, the risk; Then state what new evidence would trigger review;
This produces a decision that can be challenged constructively; JUSTIFICATION FRAME Because [evidence], option A better satisfies [criteria] than option B, although [trade-off]; We will manage that risk through [safeguard] and review [indicator];
MODEL A product recall under uncertainty comparative justification A manufacturer receives credible reports of overheating but has not confirmed the defect rate; Continuing sales protects revenue and avoids alarming customers;
pausing sales reduces exposure while investigation continues; The recommendation is a temporary pause with direct notice to distributors and an independent technical review; It gives safety priority because the possible harm is severe and consumers cannot detect it themselves;
The cost is real, so the pause has a defined evidence review point rather than becoming indefinite; TRY 1 Bias audit AskSia practice Prompt: A team dismisses warnings because a similar launch succeeded last year; What should the analyst do;
Answer: Identify anchoring on the prior case, compare relevant differences and seek disconfirming evidence before transferring the conclusion; TRY 2 Explain dissent AskSia practice Prompt: A manager prefers the rejected option;
How should the memo respond; Answer: State that option's strongest benefit fairly, then show why the chosen criteria and evidence outweigh it in this context; A responsible decision is not the option with no downside; it is the option whose reasons, limits and safeguards can be explained to those affected; CLOSING MOVE · JUSTIFY TO PEOPLE.
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