Practitioner Application of Ethics in Ethical Decision-Making Within Projects: A Process Theory View

Abstract

This study examines the approach and range of thinking project management practitioners apply when dealing with issues that have ethical considerations. This article presents a nuanced view of processual engagement with ethics rather than a narrower decision model-based approach based on responses to various ethically challenging scenarios that may confront project managers. Based on qualitative data from a more extensive study we find that practitioner considerations regarding specific ethical decisions range from precursors to the development of a situation as a problem through particular actions and decisions, to potential ways that adverse outcomes can be remediated, and positive ones enhanced. We find that these concerns arise in addition to ethical decision-making considering all three core ethical views collectively, though not necessarily by each individual. The findings suggest broadening the investigation of ethical behavior from making better judgments to structuring the environment where such choices are made, laying solid foundations for ensuring positive choices, and working with even poor choices when they are still the best available to mitigate and control consequences.