Coercion, guidance and mercifulness: The different influences of ethics programs on decision-making

The development of an ethics program is a method frequently used for organi sing responsible behaviour within organisations. For such a program, certai n preconditions have to be created in the structure, culture and strategy. In this organisational context, managers have to take their decisions in a responsible way. This process of decision-making, embedded in an ethics pro gram, is the main focus of this article. Ethics programs often influence de cision-making in a formal way; certain norms and types of behaviour are for malised and controlled within the organisation. Subsequently, individual ma nagers have to infer the meaning of responsible behaviour from the demands laid down in the ethics program. Such a formal ethics program has some impo rtant advantages but the dangers of such an approach are often ignored. Thi s article discusses both the advantages and disadvantages of a formal ethic s program and adds two alternative ways of stimulating responsible behaviou r in the organisation. In a monological approach the reflections of the dec ision makers on their own values are central in differentiating between rig ht and wrong. In a dialogical approach, the communications between decision makers and other stakeholders involved are the foundations for determining a responsible solution. Because each approach is appropriate for certain i ssues, a well-chosen combination is justified. Such an ethics program shoul d be strict on certain issues but leave room for reflection and interaction on other issues.