Chapter 9, Nancy Langton and Stephen P.

Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-1

Copyright 2007 Pearson Education Canada
Chapter 9
Decision Making,
Creativity, and Ethics
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-2
Copyright 2007 Pearson Education Canada
Chapter Outline
How Should Decisions Be Made?
How Do Individuals Actually Make Decisions?
Group Decision Making
The Influence of the Leader on Group Decision
Making
Creativity in Organizational Decision Making
What About Ethics in Decision Making?
Corporate Social Responsibility
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-3
Copyright 2007 Pearson Education Canada
Decision Making, Creativity, and
Ethics
1. Is there a right way to make decisions?
2. How do people actually make decisions?
3. What factors affect group decision making?
4. Should the leader make the decision, or
encourage the group to participate?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-4
Copyright 2007 Pearson Education Canada
Decision Making, Creativity, and
Ethics
5. How can we get more creative decisions?
6. What is ethics, and how can it be used for
better decision making?
7. What is corporate social responsibility?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-5
Copyright 2007 Pearson Education Canada
Exhibit 9-1 Steps in the Rational
Decision-Making Model
Making a Decision
Define the
problem
Identify the
criteria
Develop
alternatives
Allocate weights
to the criteria
Evaluate the
alternatives
Select the
best alternative
1.
2.
3.
4.
5.
6.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-6
Copyright 2007 Pearson Education Canada
Assumptions of the Rational
Decision-Making Model
Problem clarity
The problem is clear and unambiguous.
Known options
The decision maker can identify all relevant criteria and viable
alternatives.
Clear preferences
Rationality assumes that the criteria and alternatives can be ranked
and weighted.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-7
Copyright 2007 Pearson Education Canada
Assumptions of the Rational
Decision-Making Model
Constant preferences
Specific decision criteria are constant and the weights assigned to
them are stable over time.
No time or cost constraints
Full information is available because there are no time or cost
constraints.
Maximum payoff
The choice alternative will yield the highest perceived value.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-8
Copyright 2007 Pearson Education Canada
Problem Identification
Problems that are visible tend to have a higher
probability of being selected than ones that are
important. Why?
It is easier to recognize visible problems.
Decision makers want to appear competent and on top of
problems.
Decision makers self-interest affects problem selection
because it is usually in the decision makers best interest to
address problems of high visibility and high payoff. This
demonstrates an ability to perceive and attack problems.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-9
Copyright 2007 Pearson Education Canada
Bounded Rationality
Bounded Rationality
Limitations on ones ability to interpret, process,
and act on information.
Satisficing
Identifying a solution that is good enough.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-10
Copyright 2007 Pearson Education Canada
Intuitive Decision Making
A subconscious process created out of distilled
experience.
When used:
High level of uncertainty
Little precedent
Variables are less scientifically predictable.
Facts are limited.
Facts dont clearly point the way.
Analytical data are of little use.
Several plausible alternative solutions
Time is limited.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-11
Copyright 2007 Pearson Education Canada
Heuristics or Judgment Shortcuts
Framing
The selective use of perspective.
Statistical Regression to the Mean
Failure to recognize that performances tend
towards the average, rather than extremes.
Availability Heuristic
The tendency of people to base their judgments
on information readily available to them.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-12
Copyright 2007 Pearson Education Canada
Heuristics or Judgment Shortcuts
Representative Heuristic
The tendency to assess the likelihood of an occurrence by
trying to match it with a pre-existing category.
Ignoring the Base Rate
Ignoring the statistical likelihood of an event when
making a decision.
Escalation of Commitment
An increased commitment to a previous decision in spite
of negative information.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-13
Copyright 2007 Pearson Education Canada
Heuristics or Judgment Shortcuts
Overconfidence Bias
Overestimating the accuracy of our predictions.
Anchoring bias
A tendency to fixate on initial information as a
starting point.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-14
Copyright 2007 Pearson Education Canada
Exhibit 9-2 Scenario 1
Answer part A before reading part B.
A: Threatened by a superior enemy force, the general faces a dilemma. His
intelligence officers say his soldiers will be caught in an ambush in which
600 of them will die unless he leads them to safety by one of two available
routes. If he takes the first route, 200 soldiers will be saved. If he takes the
second, theres a one-third chance that 600 soldiers will be saved and a
two-thirds chance that none will be saved. Which route should he take?

B: The general again has to choose between two escape routes. But this
time his aides tell him that if he takes the first, 400 soldiers will die. If he
takes the second, theres a one-third chance that no soldiers will die, and a
two-thirds chance that 600 soldiers will die. Which route should he take?
(continued)
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-15
Copyright 2007 Pearson Education Canada
Exhibit 9-2 Scenario 2
Linda is 31, single, outspoken, and very bright. She
majored in philosophy in university. As a student, she
was deeply concerned with discrimination and other
social issues, and participated in antinuclear
demonstrations. Which statement is more likely:

a. Linda is a bank teller.
b. Linda is a bank teller and active in the feminist
movement.
Source: K. McKean, Decisions, Decisions, Discover, June 1985, pp. 22-31.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-16
Copyright 2007 Pearson Education Canada
Reducing Biases in Decision Making
Focus on goals.
Look for information that disconfirms your
beliefs.
Dont create meaning out of random events.
Increase your options.
Source: S. P. Robbins, Decide & Conquer: Making Winning Decisions and Taking Control of Your Life (Upper Saddle River, NJ: Financial Times/Prentice Hall, 2004), pp. 164-168.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-17
Copyright 2007 Pearson Education Canada
Group Decision Making
Weaknesses of Group
Decision Making
More time consuming.
Conformity pressures in
groups.
Discussion can be dominated
by one or a few members.
Decisions suffer from
ambiguous responsibility.
Strengths of Group
Decision Making
Generates more complete
information and knowledge.
Offers increased diversity of
views.
Generates higher-quality
decisions.
Leads to increased acceptance
of a solution.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-18
Copyright 2007 Pearson Education Canada
Exhibit 9-3 Group vs. Individual
Decision Making
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-19
Copyright 2007 Pearson Education Canada
Groupthink and Groupshift
Groupthink
Phenomenon in which the norm for consensus
overrides the realistic appraisal of alternative
courses of action.
Groupshift
Phenomenon in which the initial positions of
individual members of a group are exaggerated
toward a more extreme position.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-20
Copyright 2007 Pearson Education Canada
Symptoms of Groupthink
Illusion of invulnerability
Assumption of morality
Rationalization
Stereotyping outgroups
Minimized doubts
Illusion of unanimity
Mind guards
Peer pressure
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-21
Copyright 2007 Pearson Education Canada
Minimizing Groupthink
Encourage group leaders to play an impartial
role.
Appoint one group member to play the role of
devils advocate.
Stimulate active discussion of diverse
alternatives.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-22
Copyright 2007 Pearson Education Canada
What Causes Groupshift?
Discussion creates familiarization among
group members.
Group discussion motivates individuals to take
risks.
Group diffuses responsibility.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-23
Copyright 2007 Pearson Education Canada
Group Decision-Making Techniques
Interacting Groups
Brainstorming
Nominal Group Technique
Electronic Meetings
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-24
Copyright 2007 Pearson Education Canada
Exhibit 9-4 Nominal Group
Technique
Individual Activity
Individuals silently rank
(or vote on) each
solution presented.
Team members receive
description of problem.
Individual Activity
Individuals silently
write down
possible solutions.
Group Activity
Individuals take turns
describing solutions
to each other;
Group then discusses
and evaluates ideas.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-25
Copyright 2007 Pearson Education Canada
Exhibit 9-5
Evaluating Group Effectiveness
Type of Group
Effectiveness Criteria Interacting Brainstorming Nominal Electronic
Number of ideas Low Moderate High High
Quality of ideas Low Moderate High High
Social pressure High Low Moderate Low
Money costs Low Low Low High
Speed Moderate Moderate Moderate High
Task orientation Low High High High
Potential for interpersonal conflict High Low Moderate Low
Feelings of accomplishment High to low High High High
Commitment to solution High Not applicable Moderate Moderate
Develops group cohesiveness High High Moderate Low
Source: Based on J. K. Murnighan, Group Decision Making: What Strategies Should You Use? Academy of Management Review, February 1981, p. 61.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-26
Copyright 2007 Pearson Education Canada
Leader Behaviours with Groups
AI
You solve the problem or make a decision yourself using
whatever facts you have at hand.
AII
You obtain the necessary information from subordinates
and then decide on the solution to the problem yourself.
CI
You share the problem with relevant subordinates one-on-
one, getting their ideas and suggestions. However, the
final decision is yours alone.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-27
Copyright 2007 Pearson Education Canada
Leader Behaviours with Groups
CII
You share the problem with your subordinates as a group,
collectively obtaining their ideas and suggestions. Then you make
the decision that may or may not reflect your subordinates
influence.
GII
You share the problem with your subordinates as a group. Your
goal is to help the group concur on a decision. Your ideas are not
given any greater weight than those of others.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-28
Copyright 2007 Pearson Education Canada
Creativity in Organizational Decision
Making
The process of creating products, ideas, or
procedures that are novel or original, and are
potentially relevant or useful to an
organization.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-29
Copyright 2007 Pearson Education Canada
De Bonos Six Thinking Hats
White hat
Impartial thinking, focusing strictly on the facts.
Red hat
Expression of feelings, passions, intuitions,
emotions.
Black hat
A critical, deliberate, evaluating outlook.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-30
Copyright 2007 Pearson Education Canada
De Bonos Six Thinking Hats
Yellow hat
An optimistic, upbeat, positive outlook.
Green hat
Creativity, inspiration, imagination, and the free
flow of new concepts.
Blue hat
Control, an overall managerial perspective of
the process.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-31
Copyright 2007 Pearson Education Canada
Organizational Factors Affecting
Creativity
Challenge
Freedom
Resources
Work-group features
Supervisory encouragement
Organizational support
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-32
Copyright 2007 Pearson Education Canada
Creativity Blocks
Expected evaluation
Surveillance
External motivators
Competition
Constrained choice
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-33
Copyright 2007 Pearson Education Canada
Four Criteria for Making Ethical
Choices
Utilitarian criterion
A decision focused on outcomes or consequences that emphasize the
greatest good for the greatest number of people.
Rights criterion
Decisions consistent with fundamental liberties and privileges as set forth
in documents like the Canadian Charter of Rights and Freedoms.
Justice criterion
Decisions that impose and enforce rules fairly and impartially so there is
an equitable distribution of benefits and costs.
Care criterion
Decisions that expresses care in protecting the special relationships
that individuals have with each other.

Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-34
Copyright 2007 Pearson Education Canada
Exhibit 9-6 Factors Affecting Ethical
Decision-Making Behaviour
Stage of moral
development
Organization
environment
Locus of
control
Ethical
decision-making
behaviour
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-35
Copyright 2007 Pearson Education Canada
Exhibit 9-7
Stages of Moral Development
6. Following self-chosen ethical
principles even if they violate
the law.
5. Valuing rights of others and
upholding absolute values
and rights regardless of the
majority s opinion.
4. Maintaining conventional
order by fulfilling
obligations to which
you have agreed.
3. Living up to what is
expected by people close
to you.
2. Following rules only
when doing so is in your
immediate interest.
1. Sticking to rules to avoid
physical punishment.
Conventional
Principled
Preconventional
Source: Based on L. Kohlberg, Moral Stages and Moralization: The Cognitive-Developmental Approach,
in Moral Development and Behaviour: Theory, Research, and Social Issues, ed. T. Lickona (New York:
Holt, Rinehart and Winston, 1976), pp. 34-35.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-36
Copyright 2007 Pearson Education Canada
Exhibit 9-8
Is a Decision Ethical?
Unethical
Unethical
Unethical
Ethical
o
N
o
N
o
N
s
e
Y
s
e
Y
s
e
Y
Does the decision
respect the rights
of the individuals
affected?
Is the decision
motivated by
self-serving
interests?
Is the decision
fair and equitable?
Question 1
Question 2
Question 3
Source: Based on G. F. Cavanagh, D. J. Moberg, and M. Valasquez, The Ethics of Organizational Politics, Academy of Management Journal, June 1981,
pp.363-374.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-37
Copyright 2007 Pearson Education Canada
Corporate Response to
Ethics Demands
Explosion in demand for more ethical
behaviour
Ethics specialists
Ethics officers
Codes of ethics
Ethics auditors
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-38
Copyright 2007 Pearson Education Canada
Developing a Meaningful
Code of Ethics
Clearly state basic principles and expectations.
Realistically focus on potential ethical
dilemmas that employees face.
Distribute the code to all employees.
Enforce violations of the code.

Source: Based on W. E. Stead, D. L. Worrell, and J. G. Stead, An Integrative Model for Understanding and Managing Ethical Behavior in Business Organizations, Journal of
Business Ethics 9, no. 3 (March 1990), pp. 233-242.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-39
Copyright 2007 Pearson Education Canada
Corporate Social Responsibility
An organizations responsibility to consider
the impact of its decisions on society.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-40
Copyright 2007 Pearson Education Canada
Summary and Implications
1. Is there a right way to make decisions?
The rational decision-making model describes six steps:
define the problem, identify the criteria, allocate weights to
the criteria, develop alternatives, evaluate alternatives, select
the best alternative.
2. How do people actually make decisions?
Decision makers may rely on bounded rationality, satisficing,
and intuition. There are also shortcuts that are used.
3. What factors affect group decision making?
Group decisions are time-consuming, lead to conformity
pressures, can be dominated by one or few members, and
suffer from ambiguous responsibility.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-41
Copyright 2007 Pearson Education Canada
Summary and Implications
4. Should the leader make the decision, or encourage the
group to participate?
According to the revised leadership-participation model, the
leaders role in the decision depends on the quality of the
decision required, the degree of commitment needed from
participants, and the time available.
5. How can we get more creative decisions?
Employees are more creative when they are motivated by
intrinsic interest, challenge, task satisfaction, and self-set
goals.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-42
Copyright 2007 Pearson Education Canada
Summary and Implications
6. What is ethics and how can it be used for better
decision making?
Ethics is the study of moral value or principles that
guide our behaviour and inform us whether actions
are right or wrong.
7. What is corporate responsibility?
It is defined as an organizations responsibility to
consider the impact of its decision on society.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-43
Copyright 2007 Pearson Education Canada
OB at Work
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-44
Copyright 2007 Pearson Education Canada
For Review
1. What is the rational decision-making model? Under
what conditions is it applicable?
2. Describe organizational factors that might constrain
decision makers.
3. What role does intuition play in effective decision
making?
4. What is groupthink? What is its effect on decision-
making quality?
5. What is groupshift? What is its effect on decision-
making quality?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-45
Copyright 2007 Pearson Education Canada
For Review
6. Identify five organizational factors that block
creativity at work.
7. Describe the four criteria that individuals can use in
making ethical decisions.
8. Are unethical decisions more a function of the
individual decision maker or the decision makers
work environment? Explain.
9. What is corporate social responsibility and why do
companies engage in it?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-46
Copyright 2007 Pearson Education Canada
For Critical Thinking
1. For the most part, individual decision making
in organizations is an irrational process. Do
you agree or disagree? Discuss.
2. What factors do you think differentiate good
decision makers from poor ones? Relate your
answer to the six-step rational decision-making
model.
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-47
Copyright 2007 Pearson Education Canada
For Critical Thinking
3. Have you ever increased your commitment to a failed
course of action? If so, analyze the follow-up decision
to increase your commitment and explain why you
behaved as you did.
4. If group decisions are of consistently better quality
than individual decisions, how did the phrase a camel
is a horse designed by a committee become so
popular and ingrained in our culture?

Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-48
Copyright 2007 Pearson Education Canada
Breakout Group Exercises
Form small groups to discuss the following:
1. Apply the rational decision-making model to deciding where
your group might eat dinner this evening. How closely were
you able to follow the rational model in making this
decision?
2. The company that makes your favourite snack product has
been accused of being weak in its social responsibility
efforts. What impact will this have on your purchase of any
more products from that company?
3. You have seen a classmate cheat on an exam or an
assignment. Do you do something about this or ignore it?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-49
Copyright 2007 Pearson Education Canada
The Lifeboat Exercise
Your ship has crashed and you must choose
three people to join you in the lifeboat. Who
will you choose?
An elderly couple A doctor
A newlywed couple A naval officer
A 7-year-old child A man in his 30s
A minister A wounded woman
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-50
Copyright 2007 Pearson Education Canada
Ethical Dilemmas: What Would
You Do?
You are negotiating a contract with a potentially very
large customer whose representative has hinted that
you could almost certainly be assured of getting his
business if you gave him and his wife an all-expenses-
paid cruise to the Caribbean. You know the
representatives employer would not approve of such
a payoff, but you have the discretion to authorize
such an expenditure. What would you do?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-51
Copyright 2007 Pearson Education Canada
Ethical Dilemmas: What Would
You Do?
You have the opportunity to steal $100 000
from your company with absolute certainty
that you would not be detected or caught.
Would you do it?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-52
Copyright 2007 Pearson Education Canada
Ethical Dilemmas: What Would
You Do?
Your company policy on reimbursement for meals while travelling
on company business is that you will be repaid for your out-of-
pocket costs, which are not to exceed $50 a day. You dont need
receipts for these expensesthe company will take your word.
When travelling, you tend to eat at fast-food places and rarely
spend in excess of $15 a day. Most of your colleagues submit
reimbursement requests in the range of $40 to $45 a day regardless
of what their actual expenses are. How much would you request for
your meal reimbursements?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-53
Copyright 2007 Pearson Education Canada
Ethical Dilemmas: What Would
You Do?
You want to get feedback from people who are using
one of your competitors products. You believe you
will get much more honest responses from these
people if you disguise the identity of your company.
Your boss suggests you contact possible participants
by using the fictitious name of the Consumer
Marketing Research Corporation. What would you
do?
Chapter 9, Nancy Langton and Stephen P. Robbins, Fundamentals of Organizational Behaviour, Third Canadian Edition 9-54
Copyright 2007 Pearson Education Canada
Ethical Dilemmas: What Would
You Do?
You have discovered that one of your closest friends
at work has stolen a large sum of money from the
company. Would you do nothing? Go directly to an
executive to report the incident before talking about it
with the offender? Confront the individual before
taking action? Make contact with the individual with
the goal of persuading that person to return the
money?
Source: Several of these ethical dilemma scenarios are based on D. R. Altany, Torn Between Halo and Horns, IndustryWeek, March 15, 1993, pp. 15-20.