Study of  Organizations ought to operate, that results in guideposts for organizational decisions

The Just Man, The Good, The Wheel, The Citizen, The Way

One perspective comes from a view that desirable virtues such as courage, justice, and benevolence define ethical outcomes.

 

A second perspective comes from a set of agreed-upon values or rules, such as the Army Values or Constitutional rights.

 

A third perspective bases the consequences of the decision on whatever produces the greatest good for the greatest number as most favorable. 

Isolation, Workload, Danger, Boredom, Powerlessness, Ambiguity

AR 600-100 ):

l The Army culture and unit climate foster unity, cohesion, and trust.

l The culture promotes and rewards mental agility, the ability to break from established paradigms, recognize new patterns or circumstances, and adopt new solutions to problems.

l The Army supports the selection of leaders and rewards members who demonstrate the ability to sense and understand the environment quickly to exploit fleeting opportunities or counter

unexpected threats.

l The Army requires and rewards delegation of authority on the part of leaders, and the

understanding and prompt, thorough execution of leader’s intent (two levels up) by subordinates.

l The Army selects and rewards leaders who provide clear priorities and focus their unit’s time and

organizational energy on their mission.

l The Army culture is one of inclusion that demands diversity of knowledge and perspectives to

accomplish missions ethically, effectively, and efficiently.

 

 

 

6-30. To accurately assess organizational climates, leaders can develop a focused plan of action as follows—

l Assess the unit. Observe those in the unit, gather feedback, and conduct focus group sessions of

the workplace. Chaplains may assist with ethical climate assessment through informal means or

by use of ethical climate assessment surveys (see GTA 22-06-001).

l Analyze gathered information to identify what needs improvement. After identifying what needs

improvement, begin developing courses of action for improvements.

l Select a plan of action to correct identified weaknesses. Gather important information, assess

limitations and risks associated with the various courses, identify available key personnel and

resources, and verify facts and assumptions. Attempt to predict outcomes for each possible course

of action. Based on predictions, select several leader actions to address target issues.

l Execute the plan of action by educating, training, or counseling subordinates; instituting new

policies or procedures; and revising or enforcing proper systems of rewards and punishment.

Periodically reassess the chosen actions.