” Moral distress is when you can see the best path through a situation, but the institution won’t permit it.”
Joan Halifax
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” Moral distress is when you can see the best path through a situation, but the institution won’t permit it.”
Joan Halifax
.
“Whenever it comes up plagiarism is a hot button topic and essays about it tend to be philosophically and morally inflated. But there are really only two points to make. (1) Plagiarism is a learned sin. (2) Plagiarism is not a philosophical issue.”
Stanley Fish
Here is a wonderful post by Tim Bonnemann, founder of Intellitics ,on the ethics of public participation:
“It seems the topic of ethics and integrity in public participation is coming up more often these days (see my comments here, here).
Just for the record, these are the rules by which we at Intellitics abide.
First, we have IAP2’s Core Values for the Practice of Public Participation:
Second, IAP2’s Code of Ethics for Public Participation Practitioners:
The International Association of Public Participation (IAP2) Code of Ethics for Public Participation Practitioners supports and reflects IAP2’s Core Values for the Practice of Public Participation. The Core Values define the expectations and aspirations of the public participation process. The Code of Ethics speaks to the actions of practitioners.
Preamble
As members of IAP2, we recognize the importance of a Code of Ethics, which guides the actions of those who advocate including all affected parties in public decision-making process. In order to fully discharge our duties as public participation practitioners, we define terms used explicitly throughout our Code of Ethics. We define stakeholders as any individual, group of individuals, organizations, or political entity with a stake in the outcome of a decision. We define the public as those stakeholders who are not part of the decision-making entity or entities. We define public participation as any process that involves the public in problem-solving or decision-making and that uses public input to make better decisions.
This Code of Ethics is a set of principles, which guides us in our practice of enhancing the integrity of the public participation process. As practitioners, we hold ourselves accountable for these principles and strive to hold all participants to the same standards.
PURPOSE. We support public participation as a process to make better decisions that incorporate the interests and concerns of all affected stakeholders and meet the needs of the decision-making body.
ROLE OF PRACTITIONER. We will enhance the public’s participation in the decision-making process and assist decision-makers in being responsive to the public’s concerns and suggestions.
TRUST. We will undertake and encourage actions that build trust and credibility for the process among all the participants.
DEFINING THE PUBLIC’S ROLE. We will carefully consider and accurately portray the public’s role in the decision-making process.
OPENNESS. We will encourage the disclosure of all information relevant to the public’s understanding and evaluation of a decision.
ACCESS TO THE PROCESS. We will ensure that stakeholders have fair and equal access to the public participation process and the opportunity to influence decisions.
RESPECT FOR COMMUNITIES. We will avoid strategies that risk polarizing community interests or that appear to “divide and conquer.”
ADVOCACY. We will advocate for the public participation process and will not advocate for interest, party, or project outcome.
COMMITMENTS. We ensure that all commitments made to the public, including those by the decision-maker, are made in good faith.
SUPPORT OF THE PRACTICE. We will mentor new practitioners in the field and educate decision-makers and the public about the value and use of public participation.”
Those of us engaged in the practice and profession of ethics must have consummate communication skills. Indeed ethics development is anchored in dialogue. To be effective we must possess excellent writing and presentation qualities.
No one has thought more about how to make effective presentations than the folks at Presentation Zen Their point is that presentations should be delivered less like performances or speeches and much more like conversations.Their advice, if followed, will no doubt enhance the dialogue that is essential to our discipline.
We would be interested in your own presentation experiences and lessons learned.
On rare occasions I am introduced to something that I can only begin to understand by being in touch with my capacity to go beyond myself and touch the transcendent way of knowing .Images from the Hubble telescope do it to me all the time.
So too does the work of five network scientists at Harvard and their connections to other researchers in this dynamic, discipline-melding field. Join them and delight yourselves as they explore the web-like structures that support everything from friendship to cellar behaviour.
As a Chief Audit Executive ,I was often in situations that demanded the giving of difficult feedback.Over time I learned that any reluctance I felt in providing criticism could really create negative organizational dynamics. Although that may be obvious to all of us ,the reasons for withholding negative feedback may be less evident ,as the research of Tanya Menon and Leigh Thompson suggest.
Tags: Communication
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