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Contents loading... Editors loading... Categories loading... When refering to evidence in academic writing, you should always try to reference the primary (original) source. That is usually the journal article where the information was first stated. In most cases Physiopedia articles are a secondary source and so should not be used as references. Physiopedia articles are best used to find the original sources of information (see the references list at the bottom of the article). If you believe that this Physiopedia article is the primary source for the information you are refering to, you can use the button below to access a related citation statement. Introduction[edit | edit source]Health workers from any discipline regularly face ethical challenges.[1][2][3][4] When considering ethical issues, it is advised that you follow a stepwise approach in your decision-making process[5]:
A simple decision-making tool is detailed below. In this example you are required to ask yourself the following questions.
An ethical dilemma describes a conflict between two morally correct courses of action. There is a conflict between values or principles. The dilemma is that you would be doing something right and wrong at the same time, and by taking one right course you will negate the other right course.[5] The Ethical Decision-Making Process[edit | edit source]The ISSUES-Concept from McMaster University, Hamilton, Canada is an example of ethical decision making framework.[6] It is applicable at personal, professional and organisational levels both between and within groups. Values permeate everything we do in healthcare and sometimes these values come into conflict. When they do, it is imperative to recognise that one is experiencing an ethical dilemma. Ethical conflicts are usually best resolved through direct engagement with the parties involved. Often there will not be an answer that pleases everyone and so it is our responsibility to ensure that our processes for decision-making are fair and legitimate. This tool is designed to help you think through difficult decisions when ethics is a factor and develop justifiable reasons for your choices in a rigorous, transparent and fair manner.[6] This process is captured in the acronym ISSUES
It may be useful to imagine that rigorous ethical decision-making is like building a house. When we encounter ethical dilemmas our first instinct may be to find a quick fix. However, our desire for resolution may cause us to misidentify the key issues or overlook important facts, values or the opinions of other stakeholders. Ethical decision making starts with a strong foundation, based on a clear understanding of the nature of the problem and all relevant facts and perspectives, before deciding on options, weighing those options, and making the decision. See figure 3 on page 11. Guidelines for Using the Ethical Framework With Groups[edit | edit source]It is important to create a forum where stakeholders have the opportunity to engage in a collaborative discussion. The environment should be both open and non-threatening.
Organisational Ethics ISSUES[edit | edit source]
References[edit | edit source]
What are the 3 foundational values used to identify ethical issues?Ethics, then, is about committing to values. The four foundational values that codes of conduct are commonly modeled after are fairness, respect, responsibility, and honesty.
What are the three types of ethical values?Three basic principles, among those generally accepted in our cultural tradition, are particularly relevant to the ethics of research involving human subjects: the principles of respect of persons, beneficence and justice.
What are ethical values and why are they important?Ethical values provide the moral compass by which we live our lives and make decisions – 'doing the right thing' because it's the right thing to do.
What are the 3 factors that influence ethical decision making and which is the most important?Three of the important components of ethical decision making are individual factors, organizational relationships, and opportunity.
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