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The Online Ethics Center for Engineering & Science - Department of ...

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<strong>Online</strong> <strong>Ethics</strong> <strong>Center</strong>: Guidelines <strong>for</strong> Engineers Dissenting on Ethical GroundsIf the matter turns into a serious conflict, ef<strong>for</strong>ts will be made to portrayyou as some sort <strong>of</strong> crackpot. Avoid behavior that could be used tosupport such an attack. In both written and oral arguments be cool, clear,concise and accurate. At all times behave as a competent, ethicalpr<strong>of</strong>essional.Back to top3. Try to catch problems early, and keep theargument at the lowest managerial level possibleCalling attention to a problem at an early stage makes a satisfactorysolution much more likely. As time goes on, personal commitments to aparticular course <strong>of</strong> action become deeper, and making changes becomesincreasingly expensive. It is always less costly to resolve the dispute atthe lowest organizational level possible. Move up the chain <strong>of</strong> commandonly when it is clear that this is necessary.Back to top4. Be<strong>for</strong>e going out on a limb, make sure that theissue is sufficiently importantIf a situation reaches the point where further protest may be costly,consider whether the stakes are sufficiently high. For example, if theissue involves only financial risks <strong>for</strong> the employer, then, if managers areacting unreasonably, it is probably not worth risking your career.Back to top5. Use organizational dispute resolution mechanismsGood organizations have procedures, not always <strong>for</strong>mal, <strong>for</strong> resolvingdisputes. After having exhausted in<strong>for</strong>mal ef<strong>for</strong>ts to persuade yourmanager, then you must consider using these mechanisms. Since this willalmost certainly damage relations with your manager, this step should betaken only after a careful review along the lines discussed in guidelines 1and 2. If you have an ally higher up in the management chain, you mightappeal to that person <strong>for</strong> advice and possibly to intervene as a mediator.If your organization lacks such a dispute resolution procedure, considerchampioning the creation <strong>of</strong> one. This could be invaluable in minimizingfuture problems.Back to top6. Keep records and collect paperAs soon as you realize that you are getting into a situation that maybecome serious, you should initiate a log, recording, with times anddates, the various steps that you take (e.g., conversations, emailhttp://onlineethics.org/codes/guidelines.html (3 <strong>of</strong> 5)10/25/2005 9:15:59 AM

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