From: / Rian Brown
To: / Maemae
Issues in your Dilemma / G-BioSport Bonus
Total: 0 (out of 0)

Thanks for visiting with me today. You’re right . . . you have a tough problem. I am pleased that you are willing to work through the problem by e-mail today. I think you will find this method useful.
The first step is to figure out exactly what the problem is—what is the issue that you are facing. By breaking the problem down into small parts, you can see the dilemma more clearly. If you want some additional help in sorting through the issue, check my Ethics Coach posting for this page. Remember that the Ethics Coach changes on each page with information specific to your current task.
Now, based on our conversation, I've included a list of possible issues for this problem.

  • Check the one that you think applies to this situation.
  • Then, submit your answer.
  • I’ll let you know whether or not you hit the mark.

Top of Form

Which issue applies to this problem?
Whether you should recall the product already in stores.
Whether the internal quality control limits should be raised to the FDA level.
Whether the cost of recalling the product exceeds the potential liability from lawsuits.
Whether to warn and what information to provide consumers about the contaminant.
From: / Rian Brown
To: / Maemae
re: Issues in your Dilemma / G-BioSport Bonus
Total: 1,000 (out of 1,000)

Thank you for your reply. When analyzing a complex problem, I find it critical that the issues be identified and clearly understood.
Here's how to read the chart:

  • A appears before the issue you selected as applying to the situation.
  • An appears before those issues that you did not select.
  • If I disagree with your choice, these symbols are marked as and.
  • For answers on which we agree, the text is highlighted in blue.
  • For answers on which we disagree, the text is highlighted in yellow.

Let’s see how you did.

Top of Form

Which issue applies to this problem?
/ Whether you should recall the product already in stores.
(Incorrect) This is an option for resolving the problem. Framing an option as the issue can limit your ability to creatively respond to the dilemma.
/ Whether the internal quality control limits should be raised to the FDA level.
(Incorrect) This is certainly a legitimate question and perhaps there should even be a process in place for a regular review of quality thresholds. However, this is a long-term issue and not the primary issue you must solve now.
/ Whether the cost of recalling the product exceeds the potential liability from lawsuits.
(Incorrect) The cost of litigation versus the cost of recall should not be the sole criteria for determining when a product is too dangerous to leave in the hands of the public. This is also not the primary issue to be addressed.
/ Whether to warn and what information to provide consumers about the contaminant.
(Correct) This is the primary issue to be addressed. Don’t let yourself be distracted by long-term planning, red herrings or potential solutions. Framing the ethical dilemma clearly is a prerequisite to solving the problem.

Nicely done! Pursuant to our Bonus Plan and based on your analysis of the problem, I am pleased to award you 1,000 points. You were able to identify the core issue for your problem. Identifying the issue accurately makes analysis of the problem much easier.

From: / Rian Brown
To: / Maemae
Stakeholders in your Dilemma / G-BioSport Bonus
Total: 1,000 (out of 1,000)

Nicely done. So, we determined that the question we will answer is what information, if any, you should provide the consumers.
The next step is to name the primary stakeholders—those people who:

  • are directly involved in this situation;
  • have to carry out the decision;
  • are directly affected by the decision; or
  • whose direct interests are to be protected.

Those who have delegated responsibility to others are not primary stakeholders. Also those who are interested observers are not primary stakeholders. If you want more information, check the Ethics Coach.
Now, based on our conversation, here’s a list of people who might qualify as the primary stakeholders but only six of them are directly involved. Check the box next to anyone whom you think is a primary stakeholder.

Top of Form

Who are the primary stakeholders in this problem?
The Shareholders
Any action taken by the leadership team that affects the value of the company affects them.
The Board of Directors
They are responsible for the overall management of the company.
Carson Nelson, Chief Executive Officer
He is responsible for everything that goes on in the organization.
Cary Bryant, Chief Legal Officer
He is responsible for managing litigation that arises from company behavior.
Maemae, Quality Control Manager
You are the one that has to make and implement the decision.
Elaine Shields, Operations Director
She is your overall supervisor.
Judy Birch, Director of Public Relations
She is responsible for press releases, interviews, and the company's public image.
Consumers of G-BioSport products
The product they purchased contains a contaminant that exceeds internal specifications.
From: / Rian Brown
To: / Maemae
Rights/Responsibilities Lens / G-BioSport Bonus
Total: 1,175 (out of 2,000)

Having to decide questions which are not clear cut is the most difficult task we face. We have now determined that the question we will answer is what information or warning you should give the consumers. We have also identified the primary stakeholders whose interests will have to be considered as you decide what to do.
The Rights/Responsibilities Lens helps you identify your obligations—your duties—as well as your rights in this situation. The idea is that as we think carefully about our choices we will know our rights and responsibilities, no matter what anyone else says.
The first step is to identify your duties to the various stakeholders. This lens requires that we treat people the way they have agreed to be treated . . . either because of our stated agreements (contracts) or our implied agreements.
Below is a list of the duties that you might owe the stakeholders. Three of the six of them are actually your responsibility. Considering your leadership role in the company, check those which you believe apply to you in this situation.

Top of Form

Which duties do you owe the stakeholders?
Duty to ensure that ingredient labels provide accurate and meaningful information.
Duty to refund or replace defective product.
Duty to keep unpleasant information from the Board of Diretors.
Duty to prevent unfavorable product information from reaching the press.
Duty to maximize product sales and minimize waste.
Duty to warn consumers of known potential dangers.
Page 9 of 44
From: / Rian Brown
To: / Maemae
re: Rights/Responsibilities Lens / G-BioSport Bonus
Total: 1,775 (out of 3,000)

Defining your duties can be difficult. Are you surprised by the answers?
People who find the focus of this lens appealing are often called idealists:

  1. Each person is supposed to work to be the very best that they can be.
  2. As individuals use reason, they identify the principles that all people should follow.
  3. People often do not live up to the ideals and so need rules.
  4. Punishment or the threat of punishment keeps people in line.

As before, I have marked your responses:

  • A appears before any stakeholder you selected as being directly involved.
  • An appears before those stakeholders that you did not select.
  • If I disagree with your choice, these symbols are marked as and.
  • For answers on which we agree, the text is highlighted in blue.
  • For answers on which we disagree, the text is highlighted in yellow.

Now, let's review your duties.

Top of Form

Which duties do you owe the stakeholders?
/ Duty to ensure that ingredient labels provide accurate and meaningful information.
(Correct) Labels that are inaccurate or do not disclose meaningful product information do not satisfy the duty of truthfulness, also known as the duty of fidelity.
/ Duty to refund or replace defective product.
(Correct) The duty of reparation, or righting wrongs, is common to all. If the company sells a defective product, it has inconvenienced consumers or worse and has a responsibility to either provide consumers with the product they paid for or to refund their purchase price.
/ Duty to keep unpleasant information from the Board of Diretors.
(Incorrect) No one likes to be the bearer of bad tidings. However, both mitigating harm - the duty of non-maleficence - and reducing liability require at times that 'unpleasant information' be shared with those responsible for taking action.
/ Duty to prevent unfavorable product information from reaching the press.
(Incorrect) Duties that focus on protecting reputation are always false duties. This lens focuses on the need to maintain integrity. Doing so and accepting the consequences is typically the best way to maintain reputation as well. The goal should always be integrity, not the appearance of integrity.
/ Duty to maximize product sales and minimize waste.
(Incorrect) You certainly have a duty to do your job, and as Quality Control Manager, that involves minimizing waste. However, framing a connection between maximizing sales - which is not actually your responsibility - and minimizing waste could tempt you to act unethically.
/ Duty to warn consumers of known potential dangers.
(Correct) Both the duty of truth-telling and the duty of non-maleficence are reflected in this statement. Whenever a company is aware of a danger, they have an obligation to tell the truth about the danger as well as a duty not to harm others.

You seem to be getting the hang of identifying your obligations. Based on this effort, I am pleased to award you 600! Your effort at determining the duties you truly owe your stakeholders is commendable. If you feel like some additional review is needed, please take a look at the Ethics Coach page. Otherwise, let's advance to the next step.

From: / Rian Brown
To: / Maemae
re: Rights/Responsibilities Lens / G-BioSport Bonus
Total: 1,775 (out of 3,000)
Just to review . . . we've determined that you have the following duties owed your stakeholders in this problem:
  • Duty to ensure that ingredient labels provide accurate and meaningful information.
  • Duty to refund or replace defective product.
  • Duty to warn consumers of known potential dangers.
Now let's take a look at your options.
I've made a list of what I think are the possible choices in this situation. Considering your duties to your stakeholders, choose the option that you think is the most ethical.
Top of Form
Which option best fulfills the duties owed the stakeholders?
Option 1
Recall all products containing tainted Fibranafren in order to avoid any possibility of a lawsuit.
Option 2
Disseminate information broadly about increased risk for specific groups. Offer to replace tainted product or to refund purchase price.
Option 3
Disclose the problem on company website. Provide contact information for complaints/problems.
Option 4
Do nothing. If there are problems deal with them individually.
Option 5
Target risk information to highest risk groups to limit liability.
Option 6
Disseminate information on increased risk. Allow consumers to make informed choice.
Page 11 of 44
From: / Rian Brown
To: / Maemae
re: Rights/Responsibilities Lens / G-BioSport Bonus
Total: 1,775 (out of 3,000)
Based on the duties you owe the stakeholders, you chose the following option:
Disseminate information broadly about increased risk for specific groups. Offer to replace tainted product or to refund purchase price.
This is a perfectly ethical option. However, it focuses more on creating the greatest good and less on fulfilling your specific duties.
The Rights/Responsibilities Lens is just one of the tools at our disposal. Let's continue onwards and examine this problem from another perspective.
Top of Form
Bottom of Form
Bottom of Form
Page 12 of 44
From: / Rian Brown
To: / Maemae
Results Lens / G-BioSport Bonus
Total: 1,775 (out of 3,000)
The Rights/Responsibilities Lens focused on your duties. Now it's time for a change of perspective. The Results Lens is going to focus on what results will make the stakeholders happy or, in other words, what goals they want to accomplish.
Below is the list of stakeholders that you made earlier. The first step is to decide how much each of the stakeholders will be affected by your decision on this problem, regardless of what your ultimate decision might be.
Select “high” for those stakeholders who will be affected the most. Select “low” for those stakeholders who will be affected the least. Select the middle radio button for those stakeholders where the impact will be between these extremes. I think you’ll find that the stakeholders are about evenly divided between these three groups.
Top of Form
How much will each stakeholder be affected by your decision?
Low / / High
The Shareholders
Any action taken by the leadership team that affects the value of the company affects them.
Low / / High
Carson Nelson, Chief Executive Officer
He is responsible for everything that goes on in the organization.
Low / / High
Maemae, Quality Control Manager
You are the one that has to make and implement the decision.
Low / / High
Elaine Shields, Operations Director
She is your overall supervisor.
Low / / High
Judy Birch, Director of Public Relations
She is responsible for press releases, interviews, and the company's public image.
Low / / High
Consumers of G-BioSport products
The product they purchased contains a contaminant that exceeds internal specifications.
Page 13 of 44
From: / Rian Brown
To: / Maemae
re: Results Lens / G-BioSport Bonus
Total: 2,075 (out of 4,000)
At times, this exercise takes a fair bit of thought.
People who find the focus of this lens appealing are often called realists:
  • Each person is basically good but sometimes misguided.
  • As individuals follow their hearts and seek happiness, they will know how to behave ethically.
  • People need role models and encouragement to do the right thing.
  • Relationships and respect keep people in line.
Here's how I marked up your response:
  • appears wherever you noted a low impact on a stakeholder.
  • appears wherever you noted a medium impact on a stakeholder.
  • appears wherever you noted a high impact on a stakeholder.
  • If I disagree, the annotations are marked as , , and .
  • For answers on which we agree, the text is highlighted in blue.
  • For answers on which we disagree, the text is highlighted in yellow.
So, let's look at your assessments.
Top of Form
How much will each stakeholder be affected by your decision?
The Shareholders
/ The impact is High . . .
The company has the most to lose or gain from your decision about what to do with the tainted product. The potential consequences include loss of revenue if the product is not sold or negative media attention if the product is sold and the company is seen as money-grubbing.
Carson Nelson, Chief Executive Officer
/ The impact is High . . .
The CEO will be the one in the hot seat having to explain how the company managed to sell a product that did not meet its own internal standards and why it has taken the action it has in response.
Maemae, Quality Control Manager
/ The impact is Medium . . .
Your business acumen is on the line in this case and how you resolve the problem will likely affect your future with the company. However, your job is probably not on the line because the problem of contaminated product being sold was not caused by you.
Elaine Shields, Site Operations Director
/ The impact is Low . . .
Your immediate supervisor will almost always be impacted by a decision of this magnitude. However, her job is not on the line as a result of your decision here.
Judy Birch, Public Relations Director
/ The impact is Low . . .
Although she, like your supervisor, will be impacted by your decision, managing the company's image is part of her job. Yours is not the only issue likely to impact her day's work.
Consumers of G-BioSport products
/ The impact is Medium . . .
Consumers will certainly be impacted by your decision. They will probably be more affected by a decision to recall the product than to provide an extra warning, because the risk of harm from the contaminant is so low.
I am awarding you 300 points for your analysis. While you had difficulty discerning the impact of your decision on the stakeholders, your effort was appreciated. Before continuing, please review my explanations to see where your assessment of impact was amiss. If my reasoning doesn’t seem to make sense, check the notes posted on the Ethics Coach page.
Page 14 of 44
From: / Rian Brown
To: / Maemae
re: Results Lens / G-BioSport Bonus
Total: 2,075 (out of 4,000)
Once you understand the impact your decision will have on the stakeholders, the next question is determining what is important to them. This process is a bit tricky because each of us is an individual and has different criteria for action:
  • Non-negotiable Criteria—What event would be so horrendous or outside of their personal integrity that a stakeholder would take immediate action?
  • Tipping Points—What patterns of action would become so annoying that the stakeholder would eventually take action or leave?
Below is our list of primary stakeholders. For each stakeholder, choose the two items that you believe (given your knowledge of these people) are the most important for them to be happy. In this context, happiness is a work place that supports them and enables them to contribute to the world.