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 For many years I was uncertain as to why I made certain ethical decisions, so I approached my colleague Marc Lowenstein, who had taught ethics. Our conversations led to a variety of case studies, several workshops, and a NACADA Journal article (Spring 1993). All of the case studies we have used are situations that I had experienced in the office, but I did not understand the rationale behind my decisions.What I learned was that, though circumstances change, there are several ethical principles that guide these decisions and that often compete with each other—that's why we have ethical dilemmas. Although I don't consciously review these principles in each and every dilemma I face, I do now understand what causes them. Briefly, these principles are: 1) concern for the consequences of my decisions—to others, to myself, to those who may be affected in the future, and all for the greater good; 2) treating everyone fairly—no one is privileged; 3) respecting others—their autonomy to make decisions and always telling them the truth; and 4) fidelity/loyalty—to students, to the institution, to the curriculum, to colleagues, etc. The time I spend on making such decisions probably depends on how much time I have to make the decision. It's easy to procrastinate when confronted with these dilemmas, but sometimes I must act, so I do, and reflect on my ethical decision later. ~ Tom Grites, Richard Stockton College of New Jersey, July 7 The Mentor is published by Penn State's Division of Undergraduate Studies Available online at www.psu.edu/dus/mentor/ Privacy and Legal Statements | Copyright | © The Pennsylvania State University | All rights reserved | |
