002_ethics_game_facilitator_guide.pdf

Canadian Council for International Co-operation

Ethics Game

Facilitator's Guide 2001

Ethics Game - Facilitator’s Guide 2001

Table of Content

Page Introduction .................................................................................................... 1 Logistics.......................................................................................................... 1 Process instructions........................................................................................ 2 Outcomes ....................................................................................................... 3 Dilemmas........................................................................................................ 5 Evaluation form............................................................................................... 8 ANNEX A: Sniff test ........................................................................................ 9 ANNEX B: Discussion pointers ..................................................................... 10 This guide may be photocopied freely for use. Please acknowledge source. Other publications related to Ethics are available on the CCIC web site: www.ccic.ca (under What We Do - Ethics) This document is also available in French as: Jeu de l’éthique - Guide d’animation 2001 The Ethics Game was adapted by Anne Buchanan and Cornelius von Baeyer from Lockheed Martin’s “The Ethics Challenge”, for use by CCIC members. Special thanks go to CCIC staff and the CCIC Ethics Review Committee for their assistance and suggestions.

Introduction Welcome to the CCIC Ethics Game. The objective of the CCIC Ethics Game is to create a fun way to stimulate analysis, discussion and ethical reasoning among participants on potential ethical dilemmas that could face them at work any day. Participants discuss in small groups examples of ethical dilemmas and although participants will be striving to find a best answer, the real aim is to engage in the dialogue. Logistics Materials needed There is no equipment needs, only documents. Unless otherwise indicated see attached master versions of each of these materials. Please make your own copies and/or posters as appropriate for your group. • Dilemmas (one for each participant). The enclosed material has combined all

the dilemmas together on the page, but it is better to separate them into individual pages since you will distribute them one at a time.

• Evaluation sheets (one for each participant) • Copies of the CCIC Code of Ethics (optional) (one for each team table) –

contact CCIC for extra copies • Poster of the Ethics “Sniff Test” (annex A) • Poster of discussion pointers (annex B) they should be considering (do not

display this until after first dilemma is completed) Set-up The room should be set up with tables of 4-6 people in a position that they can easily discuss together. Bilingual or francophone-only tables should be available (preference is for francophone-only tables). Facilitator can begin the session by speaking from the front of the room so you may want a table for yourself. If possible it is helpful to have someone present during the game who has a background in ethics in order to help with the group’s understanding of the ethical dilemmas, but not to be an expert providing all the answers. Timing The game is designed to be played in one hour, but longer sessions are possible.

CCIC Ethics Game - Facilitator’s Guide 1 April 2001

Process instructions 1. Introduction Explain briefly why we are playing this game: The CCIC Ethics programme is more than just organizational compliance with the Code of Ethics. Now that members have certified compliance, individuals involved with the organization (staff, volunteers) should be encouraged to regularly dialogue on ethical issues. Ongoing dialogue better prepares us for ethical dilemmas, and also helps us understand the complexities involved in ethical decision-making in the sector. There is rarely a clear-cut single answer. Ethical decision-making should take place before a crisis hits. This game is designed as a means to get people started on the dialogue in a fun, but constructive way. 2. Methodology Explain the methodology of the game: The game involves reading one short dilemma at a time then discussing it in small groups to determine what should be the action taken (each team will discuss the same dilemma at the same time). Each team will be given [5] minutes to discuss and reach a decision. A spokesperson from each team will then explain the solution to the larger group and there will be a brief discussion. It is important for each team to explain why they chose that solution, so record the ethical reasoning behind the decision. The solutions provided are by no means the only ones possible. Teams could choose more than one of the given solutions or find a better alternative. Any process questions? 3. Dilemma 1 distribution Distribute the first dilemma to each team (to save time, you could read it out loud to all teams or after you give instructions, have someone in each team read it aloud to their team mates). Explain what they are to do: Please discuss the dilemma together for no longer than [5] minutes with the aim to agree on what your team thinks is the best solutions and why. The why is really important so it is best to record all factors involved in the decision because you will be reporting this back to the plenary after your 5 minutes. Choose someone to be your spokesperson back to the plenary.

Time to do 1, 2 & 3: (5 minutes) 4. Groups dialogue Teams take 5 minutes to discuss together. Call time out and call them back to plenary. You may want to give them a 1-minute notice and remind them to have a spokesperson chosen.

Time to do #4: (5 minutes)

CCIC Ethics Game - Facilitator’s Guide 2 revised May 2004

5. Report back Ask the one spokesperson assigned from each team to report back to plenary group, giving the team's answer and a brief rationale for the team’s conclusion. Provide the other team with the opportunity to make a strong (not long) statement in response.

Time to do #5: (5 minutes max per team-total max 15 minutes) 6. Awarding Points After all teams have presented their answers, tell them to give themselves points if:

1. they identified and examined the ethical issue(s) more closely (bonus points if they identified the key principles highlighted in facilitator notes under each dilemma)

2. they had an open discussion of all factors involved, including rules and values

3. they identified both good and bad consequences for their solution 4. their discussion led their team to find a better alternative solution 5. they made reference to the correct items of the Code of Ethics 6. their solution passed the Sniff test

Time to do #6: (5 minutes) 7. Distribute next Dilemma When dilemma has been covered, give the teams the next dilemma and begin process again.

Time to do #7: (cover as many as able to a maximum of 20 minutes) 8. Evaluations When game is finished distribute Evaluation sheet and get general comments from participants. (CCIC would be interested in receiving feedback from your use of the game, please contact [email protected] with your evaluation comments)

Time to do #8: (5 minutes) Outcomes By the end of the full session, the teams should have completed 2-3 dilemmas. The number will depend on how dynamic the group discussion is. It's good to let the discussion take place but limit it if it's getting out of hand. Don't worry about not doing all dilemmas. If you have brought in someone with a background in ethics, this person should listen and be ready to help the group identify any additional factors or ethical principles, but should not be seen as the expert with the ‘correct answer’. There isn’t one.


You could distribute copies of relevant Dear Ms Ethics examples for the group to take away with them as additional information on potential principles and factors (find copies in the Ethics programme section at http://www.ccic.ca/e/002/ethics.shtml#reflections

KEY POINTS TO REINFORCE: • Engaging colleagues in the dialogue is one of the keys to organizational

ethical decision-making • The process should be done before a crisis hits; don’t wait until you’re in the

middle of a crisis • Identifying the key ethical principles and values behind the solutions is vital to

the discussion • Consider consequences to your potential solutions • Does your solution pass the sniff test?


Dilemmas 1. Conflict of interest: • Your organization is looking for a consultant to do a new project. The wife of

your supervisor puts in the best proposal for the work. Since the person will work on your team, you are responsible for the hiring. What do you do? • You don’t feel comfortable doing the hiring process, so you ask someone

else in the office to do it. • Don’t hire her as it’s too complicated and full of potential real and

perceived conflicts. • As long as the husband is out of the hiring process there is no problem so

you would hire her. • Change the supervisory structure so that you would no longer be her

supervisor and go ahead and hire her. • Tell her if she pays you part of her salary she can have the job. (Evil Auntie Ethics’

solution) FACILITATOR NOTES: At the end of this dilemma, identify the following as key factors the groups should have considered: 1. Fair hiring process; 2. Supervision of spouse issues: i.e. the reporting relationship; who does the allocation of resources for the position; who defines the duties; 3. Code items 3.2.1 (guiding principles), 3.2.5(non-discrimination), 3.6.7(professional competence). 2. Receiving Gifts: • You are visiting organizations in the south with which you are interested in

arranging a donor relationship. One of the organizations gives you an expensive welcoming gift when you visit their office. What do you do? • Accept it just in case your refusal would be seen as an insult. Consider it

an organizational, not personal, gift and take it back to the office to give to your CEO.

• Accept it this time, but if they become a partner, discuss the issue openly with them to set parameters for gift giving.

• Thank them for their generosity but refuse the gift explaining that you are not allowed to accept any gifts in case others perceive it as offering a bribe.

• Contact your office for advice.

• Accept it for yourself and buy a cheap gift to take back to the office.

FACILITATOR NOTES: Key factors the groups should have considered: 1. What indebtedness results from accepting the gift; 2. How difficult it would be to refuse; 3. If you can’t say no, the need to ensure transparency; 4. Any cultural sensitivity that may apply; 5. Code items 3.2.3 (receiving of gifts), 3.3.1 (integrity and transparency), 3.3.4 (dignity and culture)


3. Financial: • You are travelling to visit projects overseas and are asked to bring a large

amount of cash with you to avoid the bureaucracy and delays created by the expected channel of transferring money through the country’s Banking system. • Refuse to take the money • Don’t tell anyone, hide the money on your body but get an agreement with

the organization that you are not responsible if the money is stolen • Discuss the situation with your supervisor • Agree to take it and declare the cash going through customs.

• Secretly pass it to an unsuspecting fellow traveler as you go through customs.

FACILITATOR NOTES: Key factors the groups should have considered: 1. The harm to be done by refusing to take the money, i.e. how money helps the partners; 2. The risk of having the money stolen or confiscated 3. The possibility of breaking any applicable laws; 4. Code items 3.3.1 (integrity and transparency), 3.3.3 (financial impropriety), 3.3.5 (public trust). 4. Discrimination/harassment • As you walk down the hall toward your office, you, along with everyone else in

ear-range, hear a senior staff’s conversation where disparaging comments are being made about a junior staff member’s work style, saying it is typical of her culture. What do you do?

• Stop the conversation and demand the person apologize on the spot for making a racist statement.

• Walk past but go directly to the supervisor of the senior staff to complain that the comments are unacceptable.

• Interrupt the conversation and ask to speak to the senior staff in private where you explain how you think that conversation was inappropriate behaviour.

• Close your office door and ignore it; everyone is entitled to his/her opinion.

• Join in the conversation and tell them that great joke you heard last night. FACILITATOR NOTES: Key factors the groups should have considered: 1. The need to act on existing policies and push for improvement now; 2. The organizational culture and openness to change; 3. Code items 3.2.5 and 3.6.6 (underlying policies), 3.3.2 (what to do with allegation), 3.6.2 & 3.6.3 (policies re fair treatment of employees)

CCIC Ethics Game - Facilitator’s Guide 1 April 2001

5. Travel records • You overhear one of your colleagues explain that whenever he travels for

work, he charges for all possible expenses, even though he doesn’t actually purchase all the services. He argues that he spends far more than he can claim for. • You ignore it since you figure the expenses probably balance themselves

out in the end. • You report what you heard to his supervisor. • You tell the finance department that people are abusing their expense

claims and they should start to accept only official receipts. • Ask your finance department for clarification on the policy.

• Share with him some of your creative accounting tricks. FACILITATOR NOTES: Key factors the groups should have considered: 1. Obligation to act to clarify what’s fair reimbursement; 2. Obligation to deal with impropriety and be fair to colleagues; 3. Code items 3.3.3 (higher level principal of integrity and accountability), 3.4.7 (internal controls in place), 3.3.2 (making an allegation) 6. Gender issues: You are working in a hierarchical workplace, where the office culture is very traditional and patriarchal. Personally you are someone who strongly values gender-equity. Daily you are confronted with issues and attitudes that go against this value. What should you do?

• Openly challenge the gender roles of the office every time you notice any inequitable treatment and explain why you disagree

• Remain quiet because you won’t be there long enough to change things • Offer to run a gender-equity awareness course for staff • Respect local customs and fall into line with the expected gender roles

• Tell your colleagues that they’re backward and should get with the 21st century.

FACILITATOR NOTES: Key factors the groups should have considered: 7. Project Funding You are working overseas as a short-term intern on a project. One of your colleagues, a local staff person, confides in you that some funds have gone missing from the project, and the Canadian partner was not informed. What should you do?

• Stay quiet because you don’t know all the facts and you don’t want to lose the trust of your colleague who confided in you

• Encourage your colleague to contact the Canadian partner to tell them the situation

• Call the Canadian partner yourself to be sure they get the information • Complain to the police on behalf of the Canadian partner


• Demand to be sent home immediately saying you want out of this corrupt

country. FACILITATOR NOTES: Key factors the groups should have considered: 8. Workplace rituals You have been posted to a short-term position in a partner organization overseas. When you arrive and begin to work you find that the staff follows particular rituals that are religious in nature. You don’t really agree with many of them. What should you do?

• Follow the rituals since the people in the organization are your hosts • Complain that you don’t agree with the rituals and shouldn’t be expected

to follow them • Ask if it would be alright for you to be pardoned from the rituals as they do

not follow your religious own beliefs • Make up an excuse to be absent every time you know the rituals will take

place • Loudly begin your own rituals when the organizational rituals begin

FACILITATOR NOTES: Key factors the groups should have considered:

9. Program Waste You are involved in a program overseas and begin to notice that there seems to be a lot of waste of time and energy that could be used to better use. Local staff do not see it as waste and the practices continue. What should you do?

• Accept that local staff are in control of the program and know what’s best for their situation

• Suggest that you can train everyone in time and financial resource management so that things will improve

• Contact the Canadian partners who help fund the program and tell them about the waste

• Ask the local staff for an opportunity to discuss some of the practices that concern you and try to learn from one another

• Call a press conference to expose the waste and the organization involved

FACILITATOR NOTES: Key factors the groups should have considered: 10. Financial: While overseas, you are trying to get the necessary local approval to be able to move ahead with one vital part of your project. It becomes very clear that for you


to get anywhere, you have to pay some cash to the person who will make it happen. What do you do?

A. Pay it and claim it as a project expense. B. Refuse, close up the whole project and go home. C. Contact your head office for directions on what to do. D. Refuse and meet with the local authorities to find a way of either

continuing the project without paying the bribe, or closing the project.

• Tell your office you need double the amount and split it with the official to

cover your aggravation. Extras For ideas to help you develop additional dilemmas, see the Dear Ms Ethics column in the Ethics Programme section on the CCIC web site at http://www.ccic.ca/e/002/ethics.shtml#reflections. Employment/volunteer practices: •

•

Your office is overworked and one of your key staff becomes ill and must take a week off work. It is near the end of the fiscal year and the organization is really strapped for money, so a volunteer is brought in to do that person’s work.

(add your own choices here)


EVALUATION FORM The objective of the CCIC Ethics Game is to create a fun way to stimulate analysis, discussion and ethical reasoning among participants on potential ethical dilemmas that could face them any day at work. Was the objective of the game reached? _____________________________________ Did you learn anything new about ethical decision-making from playing the game (explain)? _____________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ What did you like most about the game? _____________________________________ ______________________________________________________________________ ______________________________________________________________________ What did you like least about the game? _____________________________________ ______________________________________________________________________ ______________________________________________________________________ What suggestions do you have for improving the game? ________________________ ______________________________________________________________________ ______________________________________________________________________ Would you recommend that others play the game in the office? __________________ ______________________________________________________________________ ______________________________________________________________________ What other examples of ethical dilemmas would you suggest for use? ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ Any additional comments? _______________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________ ______________________________________________________________________

THANK YOU.


Annex A

SNIFF TEST

IS IT FAIR, HONEST AND LEGAL? CAN I LIVE WITH IT? HOW WOULD IT LOOK HEADLINED IN THE MEDIA? WOULD I LIKE MY MOTHER/CHILD TO SEE ME DOING THIS? WILL MY ACTION STAND THE TEST OF TIME?


Annex B

DISCUSSION POINTERS

identify and examine the ethical issue(s) more closely

•

•

•

•

•

•

openly discuss all factors involved, including rules and values

identify both good and bad consequences for solution(s)

is there an alternative ‘better’ solution?

identify related items of the CCIC Code of Ethics

does the final solution pass the sniff test?


Documents

002_ethics_game_facilitator_guide.pdf