Rosen, Michael J. "Doing well by doing right: A fundraiser's guide to ethical decision-making."
International Journal of Nonprofit and Voluntary Sector Marketing. London:
The desire to act ethically does not always translate into ethical action. Misconceptions about what promotes ethical behavior add to the challenges development professionals already face. Strong, clear codes of ethics and decision-making models can alleviate many of the pressures faced by professionals in the non-profit sector.
Ethics can sometimes, but not always, be based on common sense. Tricks like mental "tests" can be used to determine whether or not a decision is an ethical one but too often, conflicting sets of values preclude sound judgment. Similarly, ethical decisions must transcend legal analyses; that which is legal is not always ethical.
Ethics can no longer be considered a "soft" issue because it affects the viability of the organization, its reputation and its ability to raise funds. Research shows that ethical organizations fare best financially. Confidence and trust engender goodwill and stimulate giving.
Crafting codes of ethics may be the most important step a non-profit organization can take to garner public trust and maximize fundraising potential. Codes of ethics will not always clearly outline prescribed courses of action but rather, serve as guidelines as well as means by which the public can gauge the organization's credibility.
To help guide the ethical decision-making process within the code of ethics, organizations should develop routine methods. Two salient methods that can be used to reach high-quality decisions include the Fischer Model, designed specifically for non-profit institutions, and the Josephson Model.
The Fischer Model works in three stages:
Identify the problem
Note all possible solutions
Ask questions regarding:
The organization's mission
Relationships involved
Personal integrity
The Josephson Institute Model works in seven stages:
Stop and think
Clarify Goals
Determine the Facts
Develop Options
Consider the Options
Choose
Monitor and Modify
Whichever model an organization chooses in whatever situation, the decision reached will reflect the best of all possible choices. Making ethical decisions depends on committing to clear ethical codes and developing systematic means to meet ethical goals.
The first step is dubbed "Stop and Think." As the steps' name implies, it advises that the decision maker take it slow to avoid bad decisions based on emotions. The second step, "Clarify Goals," is about understanding both short- and long-term impacts of the decision. Next, in step three, the decision maker is to "Determine the Facts" by gathering information. The fourth step, "Develop Options" leads the decision maker
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