Ethical decision making

From My Strategy
Jump to navigation Jump to search

Back to Action fields - Corporate futuring

Description

What is ethical decision making?

--- Strategic management is a stream of decisions and actions which lead to the development of an effective strategy or strategies to help achieve corporate objectives.

Glueck and Jauch, 1984

'Long term thinking', 'Ethical decision making' and 'Operational Strategy', falls under the heading of strategic management.

Thinking about the concept

A visual thesaurus search is always an excellent starting point to discuss a concept definition:

DECISION
Thesaurus - ENG
Thesaurus - Synonyms, Antonyms, and Related Words (freethesaurus.com)

Relations of Ethical decision making within Corporate futuring (and Organisational futuring)

EGM - CF - Ethical decision making - 3D - ENG.jpg

There exists a close vertical relationship within Corporate futuring:

On the Other focus level, a close relationship exists with:

Corporate futuring and Organisational futuring intertwine, on the Other focus level, through:

In concrete terms, this means:

  • The trio - 'Long term thinking', 'Ethical decision making' and 'Operational Strategy' - is inextricably linked.
  • Your 'Ethical decision making' contributes substantially to 'Performance' and 'Organisational structure'.
  • To convert your 'Ethical decision making' into 'Performance', you need a 'Learning organisation'. Even so, to realise your 'Organisational structure', you need the right 'Talent development'.

Questions we can ask ourselves when contemplating our Ethical decision making

  • Is our 'Ethical decision making' based on 'Long term thinking'?
  • Do our decisions contribute to our 'Operational Strategy'?
  • Are our decisions robust enough to contribute to a better 'Organisational structure'?
  • Are our decisions keen enough to contribute to better 'Performances'?
  • Do our decisions act as a collider or a mediator between our 'Long term thinking' and our 'Operational Strategy'?
  • Do our decisions act as a collider or a mediator between our 'Organisational structure' and our 'Performance'?