In this scenario, to what extent do you think allowing the crew into the trench without a trench box would be pushing (or exceeding) the limit? Discuss any ethical grey areas in this scenario? What in your mind is the right thing to do? What is the value of having an ethics program (and related programs like safety programs) and what are the responsibilities of front line leaders/supervisors and the workers when they face dilemmas such as the one described?
QUESTION
Ethical Decisions in the Workplace
After reading your background readings, please review the following scenario and address the questions at the end.
Jerry Stevens heads up an excavation crew for the municipal utilities district in a city in Nebraska. A sewer line needs to be replaced and it has been excavated with a back-hoe. The trench is 7 feet deep. The municipality’s safety rules indicate that employees should not go into the trench without a trench box. This rule is to prevent employees from being buried if the trench walls collapse. People die every year from trench cave-ins.
The trench box won’t arrive on site for another 6 hours and the city promised residents that the sewer would be fixed by the end of the day, which now seems impossible. The City Administrator called Jerry on his cell phone and indicated that it was imperative that the sewer be fixed as soon as conceivably possible because a City Council member is served by that sewer line and will raise a fuss if it’s not fixed by the promised time.
One of the more experienced workers states, “It’s only going to take 30 minutes to dig under the pipe and loosen the fittings. We don’t need the trench box. We used to do this all the time before we were required to use one of those darn things.”
Jerry knows he’s right. He used to do it himself before the rule was put in place. Also, the soil is clearly a cohesive soil and it’s highly unlikely that it will collapse. And although there is an organizational policy to use a trench box for trenches deeper than 5 feet, the Occupational Safety and Health Administration (OSHA) does not have jurisdiction over municipalities in Nebraska because municipalities are political subdivisions of the State. The only entity regulating safety policies is the City’s Safety Director and he took the day off.
- In this scenario, to what extent do you think allowing the crew into the trench without a trench box would be pushing (or exceeding) the limit?
- Discuss any ethical grey areas in this scenario?
- What in your mind is the right thing to do?
- What is the value of having an ethics program (and related programs like safety programs) and what are the responsibilities of front line leaders/supervisors and the workers when they face dilemmas such as the one described?
SLP Assignment Expectations
Please take some time to review the materials and take a position on the issue. Write a 2- to 3-page assessment of the authors’ claims, and your assessment of what might be done in a place of business to prevent the “moral amnesia” phenomenon from taking a foothold in a place of business.
Your paper should be double-spaced and in 12-point type size.
Your paper should have a separate cover page and a separate reference page. Make sure you cite your sources.
Use APA style, and proofread your paper.
ANSWER
Ethical Decisions in the Workplace: The Trench Dilemma
Introduction
In the given scenario, Jerry Stevens, the head of an excavation crew, faces an ethical dilemma regarding the safety of his workers and meeting the demands of the City Administrator. This situation raises questions about the extent to which ethical limits are being pushed, the presence of ethical grey areas, the right course of action, and the value of ethics and safety programs within organizations.
Extent of Pushing Ethical Limits
Allowing the crew into the trench without a trench box would be pushing the ethical limits. While the soil might appear stable, the fact remains that the municipality’s safety rules exist to prevent potential risks. The rule requiring a trench box is based on past experiences where people have died due to trench cave-ins. Ignoring this safety measure in favor of expediency and meeting the city’s promises disregards the potential danger to the workers’ lives and well-being.
Ethical Grey Areas
The scenario presents several ethical grey areas. Firstly, there is ambiguity surrounding OSHA’s jurisdiction over municipalities in Nebraska. While OSHA does not directly regulate safety policies in this case, it does not absolve the moral responsibility of the employer to prioritize employee safety (Grosz et al., 2019). Secondly, the absence of the City’s Safety Director and the City Council member’s influence add pressure to compromise safety protocols. Balancing the competing demands of meeting deadlines and ensuring worker safety creates an ethical dilemma for Jerry.
The Right Thing to Do
The right course of action for Jerry is to prioritize the safety of his crew. Even though he knows from past experience that the soil is unlikely to collapse, the risks associated with trench cave-ins cannot be overlooked. By adhering to the municipality’s safety rules and waiting for the trench box to arrive, Jerry demonstrates ethical leadership, values the lives of his workers, and mitigates potential harm. Communicating the situation to the City Administrator, emphasizing the importance of safety, and exploring alternative solutions to expedite the repair process without compromising safety are appropriate actions.
Value of Ethics and Safety Programs
Ethics programs, including safety programs, hold immense value in organizations. They provide a framework for ethical decision-making, guide employee conduct, and create a culture of responsibility and accountability (Can You Program Ethics Into a Self-driving Car?, 2016). Ethics programs promote a consistent ethical standard, ensure compliance with regulations, and safeguard employee well-being. Front-line leaders/supervisors play a crucial role in upholding these programs by leading by example, reinforcing ethical behavior, and prioritizing the safety and welfare of their teams.
Responsibilities of Front-Line Leaders/Supervisors and Workers
Front-line leaders/supervisors have the responsibility to create a safe and ethical work environment. They should champion the implementation of ethics and safety programs, educate their teams about the importance of adhering to policies, and provide the necessary resources and training to ensure compliance (Hewagama et al., 2019). When facing ethical dilemmas like the one described, leaders should prioritize the well-being of their employees and communicate the potential risks to relevant stakeholders. Workers, on the other hand, should be proactive in reporting unsafe conditions, following established protocols, and cooperating with their supervisors to mitigate risks.
Conclusion
In the given scenario, allowing the crew into the trench without a trench box would be pushing the ethical limits and jeopardizing the safety of the workers. While there are ethical grey areas, the right course of action for Jerry is to prioritize safety over meeting deadlines. Ethics programs and safety programs play a vital role in organizations by setting ethical standards, ensuring compliance, and fostering a culture of responsibility. Front-line leaders/supervisors and workers share the responsibility of upholding these programs, promoting safety, and making ethical decisions when faced with dilemmas. By prioritizing ethics and safety, businesses can prevent the onset of “moral amnesia” and create an environment conducive to the well-being of their employees.
References
Can you program ethics into a self-driving car? (2016, June 1). IEEE Journals & Magazine | IEEE Xplore. https://ieeexplore.ieee.org/abstract/document/7473149/
Grosz, B. J., Grant, D. M., Vredenburgh, K., Behrends, J., Hu, L. J., Simmons, A., & Waldo, J. H. (2019). Embedded EthiCS. Communications of the ACM, 62(8), 54–61. https://doi.org/10.1145/3330794
Hewagama, G. V., Boxall, P. C., Cheung, G. W., & Hutchison, A. (2019). Service recovery through empowerment? HRM, employee performance and job satisfaction in hotels. International Journal of Hospitality Management, 81, 73–82. https://doi.org/10.1016/j.ijhm.2019.03.006

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