ETHICS

THE CORRECTIONAL FACILITY

You work in the visitation department of Smithville Correctional Facility and are responsible for security in the large open meeting area. Naturally, you keep track of each inmate's visitors. For several months a young college woman named Natasha has been visiting an inmate named Dennis. Dennis had answered Natasha's plea for companionship in the "Personals" section of the local newspaper. He offered her what seemed to be love and she has convinced herself that only a warm-hearted, well-educated person like herself could set Dennis on the right path in life. As you have watched, the romance between Dennis and Natasha has rapidly gained momentum.

Dennis, however, does not lack companionship within the prison walls. He prides himself on his active involvement in high-risk homosexual behavior. It is common knowledge that the facility has increasing numbers of HIV-positive inmates. But Dennis doesn't care about the impact of his sexual behavior on himself and his future partners. He brags openly about his "conquest" of Natasha while blatantly continuing his dangerous sexual activity, unbeknownst to her.

Last week Natasha announced her plans to marry Dennis upon his release from prison in two months. All indications are that Dennis plans to keep secret the health risks he presents to his future wife.

You are deeply concerned about Natasha. She was lonely enough to run an ad in a newspaper to find a friend, and naive enough to be completely swept away by Dennis' words and actions. You also know the code of confidentiality that protects inmates' privacy and requires you to keep silent about the possibly life-threatening danger you suspect Natasha is facing.

What should you do in this situation? Why?

HIDDEN ASSETS

You are Mr. Wilson's secretary. Mr. Wilson is a senior-level engineering manager with whom you have worked for more than five years. During that time you have assisted him in both his professional and business activities. This was what you expected -- your job description specifically included responsibilities like handling his personal financial records, his appointment calendar, and his personal and professional travel plans. You and Mr. Wilson share high regard for each other.

Mr. Wilson told you -- in confidence -- about six months ago that he was planning to divorce his wife within the next year. He asked that you not discuss this with anyone else, and you promised him you wouldn't. However, you have recently become concerned. Within the scope of your secretarial duties, you have assisted him in the transfer and changing tiffs of several major assets and the opening of new bank accounts. While these activities are technically legal, you have concluded that Mr. Wilson is using you to help him hide his assets in preparation for his impending divorce.

What should you do or say to Mr. Wilson, and why?

ULTIMATE RESPONSIBILITY

You are an Air Force lieutenant-colonel who commands a 50-flier squadron of fighter-bombers. Several months ago you became concerned about safety in your squadron. While the record wasn't terrible, there had been accidents and several close calls.

So you had decided to try a new approach. Every Friday afternoon you convened your fliers in the Squadron's Bar. To pay for refreshments they would each put down a dollar for each mistake or close call they had while flying. And then you would all talk, freely and frankly, about how to improve safety. You had only one rule -- amnesty. Whatever was said within the room was to be held in confidence and nobody would get in trouble for admitting they had made an error while flying.

In the months that followed, the conversation was open and direct, and you began to notice the change you had hoped to see. Your squadron's safety record rose higher and higher in comparison with other squadrons in your wing.

Then last Friday one of your pilots, Jack, recounted an experience that had happened during a routine flight that week. He was flying in formation when the lead plane peeled off into a turn too soon. Having only seconds to adjust to the confusion, he lost his bearings -- experiencing what fliers call "spatial disorientation," When he came out of that potentially fatal condition, his plane was soaring up into the clouds far away from the formation. Deeply shaken, he had returned to base and landed. The conversation that followed Jack's story, about how to prevent such situations, was particularly good.

You know, however, that spatial disorientation is such a serious problem that the Air Force requires any such incident to be reported up the chain of command. The result is usually discipline and retraining. As squadron commander, you are required to obey this regulation. But you had offered your pilots amnesty -- this was the reason why you had been effective in creating an enviable safety record and why Jack had been willing to speak so frankly. You owe him and the other fliers your loyalty.

Should you report the incident? Why or why not?

THE ROAD TRIP

You have assisted Mr. Jones for five years. He is the hardworking sales manager for your company, a frozen food processing plant. He is a star performer who has boosted sales by 20 percent or more each year. His sales keep the plant -- a large employer in your small town -- busy.

Mr. Jones' job dictates that he be on the road much of the time, and because of his extended hours he takes an occasional day off after a strenuous trip. You recognize his need for time away from the job so, up until now, you have make it possible for him to do so. You have assumed that he has an arrangement with the plant manager to take these days off.

During the past two months, however, his unaccounted-for absences have reached alarming proportions. He did not come into the office at all last week although he was neither traveling for business nor on official vacation. He phoned from home everyday to dictate letters and report a few orders.

Today is Monday, and this morning Mr. Jones called and asked you to tell the plant manager that he is in San Francisco working on the Johnson order. You know he is at home because you are to call him there later in the morning.

When the plant manager checks in for an update what should you say, and why?

What should you do about the whole situation that is developing, and why?

FUDGING THE NUMBERS

Your five-person team is frantic to get the report done on new leasing options, and everyone is staying after work to finish the report so it can be presented at a meeting the following morning. At about 6 p.m., the group realizes that one of the leading vendors, Acme Leasing, misunderstood the bid specification, so you need some clarification regarding its final quote. You try calling Acme's office, but no one answers. This vendor has a high profile, so if it's left out of the report, the omission will have to be explained. You and your teammates want to have a complete and comprehensive report tomorrow morning, partly so you will look like capable decision-makers.

Peter and Pauline are eager-beaver types and they say, "Let's just plug in a reasonable number so we can include this vendor in the report. Based on the rest of the bid, Acme will be a second or third choice anyway. This way the project can move forward."

Julie and Jeff are more cautious. "What if the numbers we plug in are wrong, and we have to explain them later? It will make the entire report, and all the rest of our work, suspicious. There's a 50-50 chance Acme will get the contract because Acme has some inside friends here, and they've had the contract before. But they could be selected on totally insupportable numbers. That would make us look like idiots."

Your opinion will lead the group's decision.

What would you recommend, and why?

DRINKING AND BUDDIES

Branch Corporation is concerned that substance-abuse may be a contributing factor in the company's recent decline. In an attempt to recover, they adopted a policy that imposes strict sanctions on those employees found to be working under the influence of alcohol or illegal drugs.

You and Jeff Smith have worked together in one of the engineering divisions of Branch for several years. Frequently youhave detected-alcohol on Jeff's breath when you are beginning work in the morning and after work breaks during the day. -Until the new policy was announced, it never occurred to you that you should say anything to Jeff about it, let alone tell anyone else about it. Jeff's work has always been first rate, and you are not the kind of person who feels comfortable discussing such matters with others.

Rachel Hillman, plant manager at Branch, knows that you and Jeff have worked together for many years. She has narrowed her choice for Head of Quality Control to Jeff and one other person. She invites you out for lunch to see if she can learn something more about Jeff from you. In Rachel's opinion the new quality control head will play a pivotal role in either making or breaking the company.

Should you tell Rachel about Jeff's drinking? What should you say, and why?

THE "GRADUATE"

You are the chief financial officer of a chain of retail stores. One of your most valued employees, Leon Pierponce, came to your department when your company acquired a much smaller chain for which he worked. Most of the employees of that smaller chainwere discharged as part of a cost-reduction program at the time of the acquisition, but you kept Leon because his background was very good -- his resume shows that he has an M.BA from the well-known Eastern Business School. Leon has been promoted several times since then, and he works regularly as your assistant.

Last week you gave an invited talk to the students at Eastern Business School. After the talk, at lunch, you mention to the Director of Placement how pleased you are with the work of your assistant. You give his name, which happens to be unusual and memorable -- Leon Pierponce -- and say that he graduated six years ago.

There is an awkward silence. Then the Director of Placement asks you, "Are you certain that he graduated? You see, Leon used to work for me as an assistant in the office. But if we are talking about the same person, he was put on academic probation for cheating and, to my knowledge, never completed an M.B.A."

Yesterday the Director of Placement called you, confirming his suspicion that Mr. Pierponce was not a graduate of Eastern. Now you are in a quandary. Should you confront Leon? Should you just ignore the situation? Or is there another course of action you should take?

What should you do, and why?

THE FORKLIFTER

You are a student with a high-paying summer job as a forklift operator. The excellent pay will enable you to attend college next year without having to take out any student loans. But here you are, staring at a 50-gallon drum filled with used machine coolant, wondering what you should do.

Just moments ago your supervisor, Joe, had told you to dump half the used coolant down the drain. You know the coolant is toxic, and you mentioned this to Joe. But he wasn't swayed.

"Look,” Joe said, "the toxins settle at the bottom of the drum. If you pour out half and dilute it with tap water while you're pouring it, there's no problem."

You knew that dilution didn't remove the toxins, besides, you pointed out to Joe, it's against the law.

"Look kid," Joe had said, "I don't have time for chit-chat about some silly law. Common sense is my rule. I told you toxins settle at the bottom and stay there. We've been doing this for years and nothing has happened. Anyway, you're pretty lucky to have a good-paying job like this. There are lots of other kids out there wondering if they'll be able to afford college next year who would love to be where you are right now."

Joe had turned and left, fully expecting you to dump the used coolant.

What should you do, and why?

RECOMMENDATION FOR A FRIEND

You and Tom had been friends at State University, where you both studied mechanical engineering. While you had put great effort into your studies, Tom had struggled with classes, spent much time on extracurricular events and frequently borrowed money because of irresponsible spending habits. After graduate school you had gone to work for XYZ Corporation, where you are now manager of the research laboratory. Tom held a series of unsuccessful jobs and three years ago had landed a job in XYZ's computer-assisted design department.

Two weeks ago Tom informed you that he hadlost his XYZ job in a departmental budget reduction effort. At his request you had approached Tom's supervisor to see if -there was any way to save his job.

"Tom is a great guy with good ability", his supervisor told you, "but he doesn't concentrate on getting work done; he's more interested in the. stock market and office gossip. He's also turned in some pretty high expense accounts for trips, and while I can't prove it, I think he's padding some of them. Given all this, I think he's one of the obvious choices for a lay-off."

You discussed these comments frankly with Tom, at which point he asked you if you would write ageneral letter of recommendation to help him find another job.

"You know I won't get much of a recommendation from my supervisor", he said, "and if you help me get another job, I'll really buckle down and work hard."

So you had composed a reasonably positive letter of recommendation for Tom. His weaknesses were not included.

Did you act appropriately? Why or why not?

PUBLIC SCULPTURE

You are a member of Bigtown city council. Bigtown is a moderately conservative community that is becoming more and more racially diverse. Bigtown now has citizens of African-American and Asian-American descent, as well as equally large percentages of Mexican-American and European-American people.

The local Mexican-American Cultural Organization has collected funds to pay a world-renowned Latino artist to create a sculpture that celebrates the pre-Columbian Aztec heritage of the Mexican-American community in Bigtown. The artist has presented the city council with a sketch of the completed 15-foot high granite sculpture. The sculpture reproduces an image of the Aztec Mother Earth goddess Coatlique. A copy of the sketch was made for all the city council members. The Mexican-American Cultural Organization would like the sculpture to be installed in Bigtown's only city park which is across the street from the busy Mexican-American Community Center.

Vocal members of St. Mary's Catholic Church and First Baptist Church have presented their strong objections to the city council concerning the installation of the sculpture. They point out that the city park is quite small. The sculpture would be highly visible from their church's front steps. These church members are outraged at the idea of non-Christian imagery (what they see as idolatry) being placed on and celebrated on public property. Besides, the sculpture would detract from the statue of Joan of Arc that already, stands in the park.

You are due for re-election in the upcoming election. You know that your constituents have long memories, especially when it comes to voting. Bigtown city council is split, and as a respected and senior member your voice and vote will carry significant weight.

Would you vote to install the sculpture or not? Why or why not?

KEEPING SECRETS, KEEPING FRIENDSHIPS

You are a human resources representative for your firm, Sorenson, Inc.

You have learned that the company plans to lay off a long list of employeesin three months, andyou have seen an advance copy of the list. Your supervisor has reminded you that the list is confidential information (you know how fast gossip travels on the company grapevine), and that the final selection of layoffs will not be made until the monthly sales figures are reported.