Developing the Capacity to Make Difficult Ethical Decisions

Course Overview

Most disputes about difficult ethical decisions begin as a conversation that was handled badly. Policy on the wider people management and development agenda is judged by how it is applied in the difficult cases, not the easy ones. Participants who influence this strand of people management and development without directly controlling it will find the content directly usable. They acquire practical criteria for judging when difficult ethical decisions is working and when it is only appearing to. Progress on this part of people management and development is usually lost in the gap between approval and execution. Organisations that document the wider people management and development agenda properly resolve disputes about it far more quickly. The programme takes participants through difficult ethical decisions end to end, from framing the problem to closing it out. Exercises escalate in difficulty, ending with the ambiguous situations that make this strand of people management and development hard in practice. The closing exercise tests whether the participant's plan for the people management and development discipline survives a hostile question.