Case Study You must use the baird method to fill out this document with the case below. Case: You are a vice president in a highly competitive field. O

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You must use the baird method to fill out this document with the case below. 

Case: 

You are a vice president in a highly competitive field. Over the last four months, you have been trying to build a successful team that could move your major initiatives forward. However, you are not finding the great talent that you need. You know of two possible candidates, but they are still employed by your prior employer. You are at your wits’ end, and if you don’t make a hire soon, the project will fall behind the deadlines in your agreement with your partner. The only sticking point is that when you left your last company, you signed a Proprietary Agreement in which you made a commitment not to solicit any of their employees for a period of one year after you left. Four months are left on that agreement. You also reaffirmed these commitments when you left in your Separation Agreement. The Separation Agreement also states that if you violate the agreement you may be required to pay back your severance. You wonder if there are any opportunities to post the position on a social networking site like Facebook, LinkedIn, or Twitter knowing that both these possible candidates would more than likely see the posting. If your friends see that message and initiate the conversation, surely you cannot be accused of breaking your agreement. Or could you?

Moving to Action: The Baird Method™

EG CONVERSATION STARTERS™
WORKSHEET

Conversation Starters are experiential case studies designed to allow you to practice using the Baird Method to resolve a typical ethical dilemma. The Method involves using your critical thinking skills to apply the ethical
norms — principles and goals — of the Four Ethical Lenses™ to the five step Baird Decision Model™ in order to logically
work through an ethical dilemma and choose the best course of action. Below is an overview of the decision model:

DECISION STEP TASK CRITICAL FACTORS

1 Be Attentive Framing the ethical issue
� Attend to the context
� Notice facts and assumptions
� Identify and explore values in tension

2 Be Intelligent Identifying ethical boundaries
� Identify the stakeholders
� Explore the perspective of the decision maker
� Identify what you can and cannot ethically do

3 Be Reasonable Determining ethical options for action
� Use analytical tools for each lens
� Identify best options for each lens

4 Be Responsible Acting with courage
� Choose best course of action
� Correct for bias
� Communicate your decision

5 Be Reflective Striving for ethical maturity
� Evaluate your decision
� Reflect on results
� Seek continuous improvement

IN SOLVING YOUR CASE, YOU WILL BE USING THE FOUR ETHICAL LENSES™

JUSTICE THEORIES
Justice and being
fair are core values.

RELATIONSHIP LENS

VIRTUE ETHICS
Demonstrating ethical
excellence is virtuous.

REPUTATION LENS

CONSEQUENTIALISM

Having choices
is critical.

RESULTS LENS

DEONTOLOGY

Fulfilling duties is
very important.

RESPONSIBILITIES LENS

(individual)
autonomy

rationality
(reason/head)

(community)
equality

(intuition/heart)
sensibility

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USING THE BAIRD DECISION MODEL
To make an ethical decision two elements are required: a process for making the decision and criteria, or guidelines, by
which to judge whether or not an option is ethical. You have been given a short case for an ethical dilemma. Take a few
minutes to read the case and then complete the rest of the analysis.

STEP ONE: Be Attentive

1. First, notice the facts and assumptions needed to resolve this problem. What facts are most pertinent? What, if any,
are needed?

FACTS ASSUMPTIONS

2. Second, ethical issues are recognized because of the values that are in tension. One set of tensions come when you
either have to follow your valued principles and processes (head) or be flexible and compassionate (heart). Another
set of tensions come when the interests and preferred outcomes for an individual or small group is different from
the interests and preferred outcomes for the group. Review the scenario and identify the values in tension.

HEAD VS. HEART INDIVIDUAL VS. COMMUNITY

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STEPS TWO and THREE: Be Intelligent and Be Reasonable

The Path of Intention and Empathy:
Now that you have identifi ed the values in tension, the next task is to determine what actions must be taken to meet
the ethical criteria for each lens. The Path of Intention helps you determine what must be done for the option to be
ethical. The Path of Empathy helps you act with care for the other stakeholders.

Do not make a fi nal decision at this step. Answer the questions and then your next step will be to determine a course
of action that meets as many of the ethical equirements as possible.

RESPONSIBILITIES LENS
(Autonomy and Rationality)

RELATIONSHIP LENS
(Equality and Rationality)

§ What principles/rules/laws are important to uphold?
§ What are my rights and responsibilities?
§ What are my intentions, my reasons for acting?
§ How can I fulfi ll my duties while caring for others?

§ What is needed to get a fair result?
§ What is a fair process?
§ Whose voice needs to be heard as I make this decision?
§ How can I care for those with no power?

RESULTS LENS
(Autonomy and Sensibility)

REPUTATION LENS
(Equality and Sensibility)

§ What would be a good outcome?
§ What consequences am I willing to tolerate?
§ What will make me and others happy?
§ What are mutually good resuts for those involved?

§ Given my role, what action would set a good example?
§ What virtues — qualities of being — are required by my role?
§ What behaviors are required in this role?
§ What actions will allow me to be a servant leader and/or good

neighbor in this situation?

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STEP FOUR: Be Responsible

The Path of Integration:
Ethical maturity allows you to choose a course of action that considers both the audience for the decision as well as mak-
ing sure that you have a complete decision instead of one that only meets your own ethical values. By considering the
ethical requirements of all four lenses, you will be able to put together a complete and thoughtful action plan.

WHAT ARE YOU GOING TO DO? (check all that apply)

£ Coach a subordinate

£ Talk with a superior

£ Talk with a peer

£ Communicate with a group

BACKGROUND OF PROBLEM

What are the critical facts and important assumptions that made a difference in your decision?

BRIEF STATEMENT OF PROBLEM

What are you going to do?

ACTION PLAN DETAILS?

Which steps in your action plan insure that you:
1. Reach mutually good results?

2. Fulfill your duties and live into your principles while caring for others?

3. Consider and care for those with no power?

4. Show ethical excellence and courage?

HOW DOES THIS DECISION/ACTION PLAN RESOLVE PERSONAL & ORGANIZATIONAL VALUES IN TENSION?

STEP FIVE: Be Reflective
After choosing a course of action, what barriers might you face? What will be required for you to be able to courageously
follow through? After reflection, does this path of action meet your own core values and why?

© EthicsGAME
All Rights Reserved

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