Description
Analyzing Ethical Dilemma: Nepotism and Favourism in Workplace– Review all parts (Assessment, Alternative, Analysis, Application, and Action) of the PMI Ethical Decision-Making Framework (attached below) and complete working on your approved ethical dilemma (Nepotism and Favourism in Workplace). You must use the framework – NO EXCEPTIONS….. USE 5 APA REFERENCES…. NO plagiarism. NO Paraphraze.
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PMI Ethical DecisionMaking Framework (EDMF)
Introduction
This PMI Ethical Decision-Making Framework (EDMF)
document describes steps that can be used to guide
an individual in the project management profession
through a process to make a decision when confronted
with an ethical dilemma. An ethical dilemma is a situation
which has two or more conflicting values, none or which
overrides the other. As such, these situations are beyond
what is defined by law. In the case of an ethical dilemma,
the individual is faced with a choice and needs to make a
decision.
Purpose
The purpose of this document is to supplement the PMI
Code of Ethics and Professional Conduct with an aid for
project management professionals who are confronted
with an ethical dilemma.
Comments or questions about this PMI EDMF document
can be provided via email to the PMI Ethics Insight Team
(EIT): [email protected].
Background and Context
Efforts by PMI global ethics teams continue to increase
awareness of the Code of Ethics and Professional Conduct
(Code). This framework builds on ethics awareness
levels by focusing on members’ ethical decision-making
capability and accountability. The PMI EDMF was
developed as a companion to the Code, to guide ethical
behavior.
Giusi Meloni, Shobhna Raghupathy, Peter Pfeiffer,
Ethics consultant, Marty Taylor, 2011). The document
was updated based on recent research to improve the
effectiveness of the EDMF*.
How To Use The PMI EDMF
The PMI EDMF has been developed for use by individual
members of PMI and for use by PMI credential holders;
it is aspirational and not mandatory. Since the PMI EDMF
is intended to be used as a guide for critical thinking
throughout the ethical decision-making process, it is
represented as a sequence of questions and sub questions
to stimulate the user beginning with the recognition and
assessment of the issue and ending with a decision and
action. Critical to the successful use of the PMI EDMF is
the recognition that the answers to the questions raised
by the PMI EDMF are the responsibility of the user. The PMI
EDMF can also be effectively used at the end of a decisionmaking process, when a decision is about to be made, to
reflectively look back to see if the important steps have
been taken and if the important considerations have been
made.
Although the PMI EDMF is presented as a logical linear
sequence of steps, it is understood that PMI EDMF users
will likely find it useful to loop back-and-forth between
steps. Since the PMI EDMF is not entirely prescriptive and
does not include every possible step or question useful
for making an ethical decision, users are encouraged to
be stimulated by PMI EDMF to challenge themselves with
additional steps and questions.
The PMI EDMF team conducted a worldwide ethical
decision-making benchmarking of dozens of organizations.
Feedback to draft versions of the PMI EDMF was
incorporated from PMI leaders at the 2011 North American
Leadership Institute Meetings, from PMI members at the
2011 North American Global Congress, from members of
various global PMI Ethics committees, from responses
to PMI member surveys, and from the PMI Board of
Directors (BoD). (PMI volunteer team: Michael O’Brochta,
* Denney, V. P. & Merritt, D. M. (2020, September/December). Improving ethical decision making: Through the lens of graduate project
management students. Journal of Modern Project Management 8 (24), 138-141. https://doi.org/10.19255/JMPM02411
The following describes the PMI EDMF steps.
Assessment:
Make sure you have
all the facts about
the ethical dilemma
1
n To what extent does the dilemma abide, align, or agree with:
The law?
PMI Code of Ethics and Professional Conduct?
Employer’s code of ethics and conduct?
Client’s code of ethics and conduct?
Your ethical values?
Ethical values of the surrounding culture?
If it does not abide by the law, seek legal counsel. If the answers to the above
questions provide substantial facts to make a case, go to the next step. If you are
not sure, you may need to gather more facts or ask a trusted person for advice.
Alternatives:
Consider your
choices
2
Analysis:
Identify your
candidate decision
and test its validity
3
n List the possible alternative choices.
Consider the pros and cons for each possible choice.
If the alternatives result in a viable solution, go to the next step to analyze your
candidate decision. If not, you may need to gather more facts and complete your
research.
n To what extent will your candidate decision have a positive impact or prevent harm to:
Project managers?
PMI staff or volunteers?
Clients?
Your employer’s organization?
Environment?
Different cultures?
Future generations?
Other stakeholders?
n Will this decision seem like a good idea a year from now?
n To what extent are you:
Free from influence to make this decision?
Calm enough to make this decision?
If the possible impacts are acceptable, proceed to check your decision against
ethical principles in the next step. If not, consider taking time to test another
candidate decision, review your alternatives and/or your case.
Application:
Apply ethical
principles to your
candidate decision
4
Action:
Make a decision
5
n To what extent is your candidate decision consistent with the values of:
Responsibility?
Respect?
Fairness?
Honesty?
If your alignment with these values evokes doubts or seem to create a new dilemma,
you might need to reconsider your decision, review the facts, the alternatives, and
the implications. If your candidate decision is consistent with the values, move to
the next step to decide and take action.
n To what extent are you willing and able to:
Accept responsibility for your decision?
Make your decision public and feel good about it?
If you are comfortable with your decision, take action. If not, retrace these steps
to discover a better solution.
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