The scenario that we studied involved a manufacturer of sports nutritional products and supplements. The name of the manufacturer is G-Bio Sport, in which I was responsible for ensuring that the products met all FDA requirements, as well as all internal quality standards. My official title was Quality Control Manager.
Upon assuming my new position at G-Bio Sport, I was immediately approached by Bill Witherspoon from the lab. He informed me that because of a backlog of work in the lab, they only recently were able to run tests on a product that has already been released. The lab found a small amount of contaminant in all of the samples that they tested. The ingredient that was contaminated is also contained in more than two-thirds of our products. The risk of an adverse reaction was low with healthy consumers, but was slightly elevated in those with compromised immune systems. Although the contaminant did not exceed the allowable amount by FDA standards, Bill informed me that it did exceed the high internal standards that we set for ourselves in order to maintain our reputation.
After some consideration, I had a few questions to consider: “Is it ethical to ignore the fact that the products have been released with contaminants in them, even though they are below FDA acceptable levels?” “Are we willing to risk the reputation of the company if consumers get sick?” “What information or warning should I give the consumers of the risks associated with the contaminant?”
After determining the duties and responsibilities that we hold to our consumers, the viewpoints of the stakeholders, and the impact on the company, I decided that the best solution to this problem is to offer an extensive warning about the increased risk for particular groups of consumers. This warning would include an offer to replace the contaminated product or refund the purchase price.
This solution was the best choice of the available options. It upholds our responsibility to the consumer without infringing on their rights, and it remains faithful to company policies and standards, as well as providing maintaining our reputation in the sports supplement industry.
It was later brought to my attention that we could recoup our loss by recalling the contaminated product and redistributing it overseas in markets that do not hold the same quality standards as the U.S. markets. We quickly realized that although that idea seemed like an easy way out, it would severely compromise our standards or conduct and cause irreversible damage to our reputation. I decided to apply U.S. safety standards to all of our products, regardless of where they were sold.
In the scenario above, understanding the relationship between virtues, values, and morals, was important to disseminate the best outcome. Although all three areas are related to behavior, the subtle differences can be important. Morals can provide us ideas of right and wrong, and values define the emotional investment that a person or group holds in a given scenario. At the same time, ethics can dictate the conduct of the members of an organization.
When making a decision of this magnitude, it is normal for anyone to feel social pressures on them. Some of the pressures that were felt during this scenario came from the board of directors. Sometimes it feels as though they are more concerned with profits than anything else. There is also the pressure on your performance as well. If things go wrong as a result of your decision, it could very well cost you your job in a high profile decision. It has been demonstrated before, when the board or directors is demanding answers, that a quick solution is to place the blame squarely on one person and then eliminate the problem by getting rid of them.
I face similar scenarios in my profession. I am a Field Service Engineer, and I am dispatched to install, repair, and maintain high speed industrial printers. Sometimes when this equipment is in need of repair, it can bring an entire production line to a screeching halt. In these cases, I am under enormous pressure to get the line back up quickly. In these cases, I must decide whether I should “Band-Aid” the equipment and risk another failure in the near future, or take the heat and spend the necessary time to fix it properly.
Another pressure encounter is related to finances. I do not mind billing large company’s full price for the services that I have rendered, but I occasionally run across a smaller “Mom and Pop” establishment that is really feeling the effects of the recent economical downturn. I am often tempted to cut them a break on the service invoice, as some repairs can become quite expensive. I have to remind myself to replace parts that are only absolutely necessary in these cases as well. I have to utilize my experience and judgment in these decisions, because sometimes when a part is not replaced in a timely manner, it can fail again, causing more downtime and more money.
I learned a great deal about the process of making sound ethical decisions in this ethics game simulation. It was quite a challenge to apply real world principles to arrive at the best possible conclusion. I now have a new found respect for those that make decisions of this magnitude on a daily basis.
References
EthicsGame.com, LLC. (2007). Ethics Game - Move From Being Right to Being Responsible. Retrieved December 11, 2009, from EthicsGame.com:
http://www.ethicsgame.com/Exec/CorpGame/AssessmentB.aspx
Trevino, L. K., & Katherine, A. N. (2007). Managing Business Ethics - Straight Talk About How To Do It Right, Fourth Edition. John Wiley & Sons.
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