Shared Responsibility: A Case of and for “Real Life” Ethical Decision-Making in Sport Psychology

2012 ◽  
Vol 26 (4) ◽  
pp. 519-539 ◽  
Author(s):  
Lars Dzikus ◽  
Leslee A. Fisher ◽  
Kate F. Hays
Keyword(s):  
Decision Making ◽  
Sport Psychology ◽  
Qualitative Methodology ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Real Life ◽  
Shared Responsibility ◽  
Organizational Planning ◽  
Key Participants

In this paper, we examine a case of “real life” ethical decision-making in sport psychology that occurred in the context of a symposium on sexual transgressions in sport, conducted during a recent professional conference. We use autoethnography (Ellis, 2004), an emergent qualitative methodology combining both literary and ethnographic techniques. In this case study, we analyze the unique perspectives of three key participants to make sense of what happened, why it happened, and how we can avoid similar instances in the future. We theorize and politicize the larger master narratives, which revolved around power, space, time, and symbolic violence. We conclude with recommendations for our sport psychology colleagues related to ethical decision-making, organizational planning of conferences, and being an ally to survivors of sexual abuse.

Ethical Decision-Making for Yoga Teachers and Yoga Therapists

2008 ◽  
Vol 18 (1) ◽  
pp. 31-37
Author(s):  
Stephen Parker
Keyword(s):  
Decision Making ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Ethical Dilemmas ◽  
Real Life ◽  
Real Case ◽  
Yoga Therapy ◽  
Ethical Decisions ◽  
Life Decision

Any therapeutic profession, including Yoga therapy, must establish a systematic way to make ethical decisions. This article proposes a model of ethical decision-making drawn from psychotherapy, a field that—like Yoga therapy— recognizes relationship as a healing instrument. The model proposed is based on an easily remembered mnemonic that is both practical and easily internalized for real-life decision-making. A real case study using this method is presented and discussed, and hypothetical ethical dilemmas in Yoga therapy are offered for further consideration.

Moral Decision Making in Business: A Phase-Model

2000 ◽  
Vol 10 (4) ◽  
pp. 773-803 ◽  
Author(s):  
Aviva Geva
Keyword(s):  
Decision Making ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Ethical Problem ◽  
Real Life ◽  
Phase Model ◽  
Second Phase ◽  
Illustrative Case ◽  
Moral Decision ◽  
Ethical Problems

Abstract:The traditional model of ethical decision making in business suggests applying an initial set of principles to a concrete problem and if they conflict the decision maker may attempt to balance them intuitively. The centrality of the ethical conflict in the accepted notion of “ethical problem” has diverted the attention of moral decision modelers from other ethical problems that real-world managers must face—e.g., compliance problems, moral laxity, and systemic problems resulting from the structures and practices of the business organization. The present article proposes a new model for ethical decision making in business—the Phase-model—designed to meet the full spectrum of business-related ethical problems. Drawing on the dominant moral theories in business literature, the model offers additional strategies for tackling ethical issues beyond the traditional cognitive operations of deductive application of principles to specific cases and the balancing of ethical considerations. Its response to the problems of moral pluralism in the context of decision making lies in its structural features. The model distinguishes between three phases of the decision-making process, each having a different task and a different theoretical basis. After an introductory stage in which the ethical problem is defined, the first phase focuses on a principle-based evaluation of a course of action; the second phase provides a virtue-based perspective of the situation and strategies for handling unsettled conflicts and compliance problems; and the third phase adapts the decision to empirical accepted norms. An illustrative case demonstrates the applicability of the model to business real life.

scholarly journals Education Leaders’ Perceptions of Faculty Ethical Decision-Making: Awareness, Learning, and Change

2020 ◽  
Vol 10 (1) ◽  
Author(s):  
Cheryl Burleigh
Keyword(s):  
Decision Making ◽  
School Environment ◽  
Ethical Decision ◽  
Ethical Decision Making ◽  
Exploratory Case Study ◽  
Education Leaders ◽  
School Day ◽  
Learning And Change ◽  
Perceptions Of Education

Conversations about ethical decision-making exist in a climate of misinformation within social and political forums. The issue of ethical decision-making in the context of educational leadership within a school environment has not been recently investigated. The purpose of this qualitative exploratory case study was to examine the perceptions of education leaders who observed the processes faculty employed when ethical decision-making commenced throughout the school day. Data was collected during interviews with education leaders who answered semi-structured, open-ended questions. The findings led the leaders to self-reflect, redefining their roles as authentic leaders and a gaining a deeper understanding of school culture, thus helping create systemic change.

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