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Running head: COURSE REFLECTION

Course Reflection

Arizona State University

OGL 345: Organizational Ethics

Jana Lee Cox

December 2, 2019
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Organizational Ethics is a surprisingly diverse topic, with countless ways possible to
come to an ethical decision. Even though no “one-size-fits-all” approach works for me, what I’ve
learned in the class has broadened my perspective. Course materials, including “Ethics Theory
and Business Practice,” by Mick Fryer (2015), the Perusall platform, and the Planet Jockey
game, “Moral Minefield” (2019), provided a rich, interconnected array of ethical perspectives,
allowing me to develop my own stance regarding ethical conduct and decision-making.
In the text, Fryer (2015) presents ten main ethical theories, along with their strengths and
weaknesses. Each makes an important contribution to the understanding of ethics, and while
many contain opposing viewpoints, taken together they increase the likelihood of more ethical
solutions than if considered in isolation; each offers insights that aided my learning.
 From Rights Theory, I learned the importance of considering an organization’s
relationship with its stakeholders, both influential as well as affected.
 Utilitarianism encouraged me to consider the outcomes of a decision and how it affects
all involved, while seeking to maximize the good.
 Kantian Theory emphasized that all ethical decisions should be a product of rational
thought, and that instinctive responses, even ethical ones, should be questioned; I
especially found the three formulas of categorical imperative (universal law, the end in
itself, and universal acceptability) to be helpful determinants of ethical decision.
 From Social Contract Theory comes the concept that by choosing to live or operate a
business in society, we voluntarily give up certain freedoms in order to gain certain
benefits. This put burdensome aspects of doing business, such as paying taxes or
complying with tedious regulation, in a more constructive perspective.
 Virtue Theory, particularly the concept of Aristotle’s Virtuous Mean, provided valuable
insights about finding the balance between doing good for the business and doing good
for stakeholders. I especially appreciated the cautions against focusing on external
rewards but instead doing that which would increase internal fulfillment and flourishing.
 Ethical Relativism made an interesting point that right and wrong is a matter of personal
determination, that situations should be examined up close before making a decision, and
that a person’s “facticity” can affect their beliefs and actions. Although Relativism
directly opposes Absolutism, I feel both are necessary, depending on the circumstances.
For example, when a key employee was found guilty of financial misconduct in Moral
Minefield (Planet Jockey, 2019) I felt absolutism was an appropriate response. When
considering company direction, however, such as closure of a manufacturing plant,
relativism is more responsive to the impact on affected employee stakeholders.
 Discourse Ethics theory asserted that all stakeholders should have a say in decisions that
affect them. This intriguing theory has had some apparent success, and I’m interested in
applying it to future situations. I also enjoyed learning about dialectical opposition, the
open discussion of opposing views, which may lead to better outcomes.
 Feminine Ethics, or ethics of care, came closest to what I consider the ideal. Like ethical
relativism, it encourages one to view the problem from close proximity and make
decisions based on emotion more than reason. It emphasizes relationships, seeing
organizations as networks of interconnected people, and seeks for win-win solutions in
which all parties benefit. While I once again found justice perspective, its complete
opposite, to have value in some situations, care ethics feels superior. Fortunately, it can
be developed, through experience as well as exposure to caring organizational cultures.
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 Environmental Ethics highlighted the importance of caring for our world. Aldo Leopold’s
biotic pyramid, illustrating the interconnection of humans and the environment, rang true
to me. As stated in the text, “Whatever we do to it, we do to ourselves” (Fryer, 2015, p.
338). Unfortunately, the current disparity of environmental attitudes appears problematic.
With anthropocentrism describing nature as humanity’s slave and biocentrism placing it
on equal ground with all other stakeholders, common ground seems hard to find. It
disturbed me to learn that supporting the environment in some developing countries may
mean unfairly burdening indigent residents. Once again, ethicality may require proximity.
 Finally, exploring the responsibilities of business executives helped me understand, for
the first time, why executives might consider shareholder interests above other
stakeholders. Throughout the text, Fryer (2015) emphasizes the importance of
considering interests of all stakeholders, even those who don’t directly benefit the
organization, and I couldn’t see why an executive would fail to do so. Relating it back to
the employer/employee relationship helped me connect it to my own situation; when
hired to a position, my loyalties instinctively lie with my employer. While I believe
executives must consider the interests of all stakeholders in their decisions, I empathize
with the ethical dilemma they face when forced to choose between their employer or
other stakeholders.

Several points in the text (Fryer, 2015) had personal value for me beyond that of any
future leadership positions. In the example of business executives just discussed, I realized the
importance of carefully evaluating future employers, because, even as an employee in a non-
leadership position, there are times when my actions affect other parties besides my employer. It
reminds me the discussion of ethics applies to all members of an organization, not just top
management.
Another point with personal significance is that concerning the “anguish of authenticity”
(Fryer, 2015, p. 241) and personal freedom. Fryer compares this to our feelings of anxiety at the
top of a cliff, stating, “The fear that grips us in such situations is not that we may fall or that
somebody may push us; it is the fear that we may jump” (p. 241). While diving off a cliff is not
recommended, this analogy brought to mind the trepidation I sometimes feel when confronting
my own potential, and reminds me that sometimes a leap is required in order to fly. This, along
with other insights from the text, brought the discussion of ethics to a personal level I can use in
any situation.
The gaining of personal insights was especially enhanced by the Perusall interactive
annotation platform. It allowed me to ask questions about the text, like, “Why is this important?”
“How does it relate to other things I’ve learned?” and, “What new perspective can I bring to the
discussion?” It encouraged a deeper reflection which was supplemented by the thoughts and
insights of my classmates. I found it especially helpful when classmates posted comments that
challenged my assumptions. Like dialectical opposition, this tool allowed me to reexamine and
refine my own ethical beliefs and come to a better understanding.
I also found Moral Minefield (Planet Jockey, 2019) to be a helpful tool in defining ethics
as a thought-provoking, practical, business-based simulation. While I’m glad my grade wasn’t
based on my game score, I found even wrong answers increased my learning. At times, I
disagreed with the scenario results, in particular the payout of big bonuses to key individuals at
the expense of other employees’ jobs. This helped me further refine my beliefs and attitudes.
Many of the scenarios covered practical applications of ethics in common business situations,
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such as transparency in advertising and business actions, acting in good faith when engaging in
business dealings, and targeting issues, not people, particularly when dealing with whistleblower
situations. As I haven’t yet experienced these situations in my own career, this helped me feel
more prepared.
My leadership style has changed as a result of my exposure to the theories and scenarios
in the text (Fryer, 2015), my classmates on Perusall, and the Moral Minefield simulation (Planet
Jockey, 2019). Prior to the course, I didn’t have a clearly-defined stand on ethics. This course has
given me the opportunity to explore different perspectives and discover which I most agree with,
and which can be of most benefit to my current and future associates and organizations, while
arming me with tools to establish a more ethical and virtuous mean for myself and those around
me.
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References

EI Games (2019). Planet Jockey: Moral Minefield, Level 2 Research and Development. [Online

File]. Retrieved from https://play.eigames.com/game/11#/dashboard

Fryer, M. (2015). Ethics theory & business practice. Accessed via Perusall.com.