Question

ESSAY: This essay has to be 2 pages and writen in font size 12. and another page is a brief outline and sources citation

Topic; how integrity and individual decisions can affect other people, this topic can be refered from Sport area, Academic, Work experiences, Management

Answer 1

At some point in every leader’s experience there will arise a need to make a difficult decision. Perhaps it is in regard to personnel issues. Perhaps the consequences greatly affect many people. Perhaps the result will be unpopular with somebody involved. But while difficult decisions are the greatest challenge of leadership, they are also the greatest responsibility, whereas pleasing everyone is not. A leader can never guarantee a universally accepted solution, but s/he can promise to act according to a consistent set of ethics. These should be the driving factors in every decision, especially those under unfavorable circumstances. And the most relevant and imperative of such ethics are commitments to accountability, honesty, and impartiality. These are the elements that make up integrity.

It is unreasonable to expect the perfectly steady operation of any team, but we can and should expect accountability in its personnel when issues do arise. Whether regarding mistakes made or personnel conflict resolution, it is the obligation of a leader in the interest of fairness to hold responsible the necessary parties. But most of all, this applies to the leader him/herself. No one is infallible, and sometimes even experts make mistakes. This is excusable as long as it is acknowledged openly and honestly, with clearly defined measures to prevent such accidents from occurring in the future. Then corrective action must be followed through upon. To fail to properly address such an issue breeds distrust and discontent among a team; the leader must set an example by holding him/herself accountable. He/she is responsible for every decision s/he makes and must accept any and all consequences accordingly. Positions with great responsibility for making decisions also require great accountability. This is one of the greatest burdens of a leader.

In order to be accountable, it is a fundamental requirement to be honest. Though sometimes difficult, it necessitates a great deal of honesty to assume responsibility for a decision, especially one that was unpopular. But it should also be the foundation of every decision as it is being made, not just acknowledging consequences. By maintaining openness to the decision-making process, a leader leaves him/herself available to input from subordinates, whom are likely to be most affected by the decision. They deserve to know the reasoning behind it and to know the full extent of options and outcomes. A leader maintains his/her right to exercise executive authority, but transparency is a value to which honest leaders adhere. It is a critical aspect of building trust among personnel, and the foundation of team cohesion.

Finally, leaders must always operate with impartiality, especially when handling conflict resolution. Allowing biases to permeate a decision-making process or management strategy risks disharmony on a team. Decisions must be made objectively with the group’s best interest in mind. This requires careful consideration and open-mindedness, so only the most patient critical thinkers can successfully operate with complete impartiality. Personal emotions and preferences must be checked at the door.

These three values are the core of a solid set of ethics focused on integrity. In my experiences, I always prioritize them when considering decisions that affect people whom I have been trusted to lead. At times it is difficult to adhere to such ethics, as it requires great patience—a virtue with which I struggle. But demonstrating self-control as a leader and communicating such a dedication to integrity only boosts one’s credibility. The only effective way to persuasively communicate these ethics is through actions. Whether as a leader or a subordinate, we are always scrutinized by our peers. When we hold ourselves accountable for our actions, we demonstrate modesty and solution-oriented critical thinking. By exercising honesty in all interactions, we set a standard for ourselves on which peers can depend. By being objective in decision-making, we show that we can be relied on not to allow partiality to cloud our judgment. And by acting on these ethics every day with every person with whom we interact for every circumstance, we build our credibility. Reputations are built by consistency.

Being an effective leader is so much more than delegating work or even empowering subordinates. It requires much critical thinking to evaluate a problem and its options, risk-taking and transparency in reaching a solution, and responsibility in accepting the outcomes. They are the difficult decisions that require courage and confidence to face. But if we are consistent in our ethics, operating with accountability, honesty, and impartiality, a solution often becomes much clearer and our subordinates much more trusting. Strength as a leader is supported by these tools, and with them critical thinking becomes some “shades of gray” fewer.

This can be explained from the viewpoint of Hospital Management:

Decisions with ethical implications are made every day in individual patient care and in situations that involve and impact groups of patients or staff members, units, systems, or the organization as a whole. This ethics decision-making tool provides guidance to help you think through challenging individual patient care, organizational and workplace decisions.

Step 1: Identify the Problem or Goal:

State the problem or goal clearly. Ask questions that begin with “What” or “How” to avoid simple “yes” or “no” answers. Is it an ethical issue? If yes, proceed to step 2, if unsure ask a colleague.

Step 2: Name the Decision-maker(s):

Identify who has a stake in the decision to ensure all perspectlves are understood. Consider inviting other resources to guide with discussion and/or handing emotional issues.If in patient care, is patient deemed capable? If not, who is the appropriate Substitute Decision Maker?

Step 3:Track the Facts:

Gather information on the situation. Consider legal and professional obligations and who is affected (biomedical or relevant hospital policies business/organizational ethics issue?). Establish a timeline for making a decision.

Step 4: Evaluate the Values and Principles:

Which values and principles are relevant? (eg. TSH values of | CARE, personal values, etc.). Which values and principles are in conflict, and which values may be compromised?

Step 5: Generate your Options e How well does each option allow you or those concerned to live the values? What are the benefits and risks of each option?

Step 6: Rank your Options. Consider which option best addresses the problem or goal identified in Step 1. For organizational issues, determine which option is most consistent with TSH values and policies.

Step 7: Identify your decision:

Ensure that everyone involved is made aware of the decision. Is it the right thing to do? If disagree with the decision can I live with it professionally and personally?

Step 8: Take action:

Develop an action plan that includes communication, education, monitoring and evaluation.Create opportunities to appeal or modify the decision should new information emerge.

Step 9: Your decision — Reflection:

What went well? What was learned from this experience that can be used in future decisions? If this is an organizational decision, is it reasonable, transparent, accountable and inclusive?