Recognizing Ethical Issues (Part 3)

By Linda Fisher Thornton

In Part 1 of this series on Recognizing Ethical Issues, I addressed the gaps in our thinking that require us to develop an ethical alert system. in Part 2, I explored why some leaders who want to do the right thing still don’t “do the work” to learn how to do it. In Part 3, I’ll dig into the importance of ethical awareness as the basis for ethical decision making.

Ethical awareness isn’t a destination. It’s a moving target. We’ll have to intentionally stretch to meet it. That stretch helps bring out our ethical best, which is what our employees, partners, colleagues and customers deserve.
Linda Fisher Thornton, in Ethical Awareness is a Moving Target

Making ethical decisions relies on a solid foundation of ethical awareness, and staying aware as times change is a perpetual process. In previous posts I explored the challenge of staying ethically aware, how expectations for “good leadership” are evolving, and how to recognize an ethically aware leader.

Staying ethically aware also requires taking the time to determine whether or not information is “true” before buying into it and/or sharing it, and being responsible media consumers. Let’s just say that there is a lot to keep up with.

Due to the relentless pace of change, maintaining consistency of character requires ongoing growth.
Linda Fisher Thornton, in It’s Time for Ethically Adaptive Leadership

Staying ethically aware is an adaptive process. We won’t be able to adapt if we take a “fixed” position that doesn’t change. We have to stay open to learning, open to meeting people who aren’t like us, and open to changing our minds. Stay tuned for Part 4 of this series, when I will explore how to apply ethical thinking.