Foreword |
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xv | |
Preface |
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xix | |
Acknowledgments |
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xxi | |
Contributors |
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xxiii | |
SECTION I: GETTING STARTED |
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Chapter 1 Understanding Ethics and Governance |
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3 | |
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Rising above the Moral Minimum: The Four Failings |
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3 | |
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5 | |
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8 | |
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10 | |
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12 | |
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13 | |
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Chapter 2 Becoming Ethically Competent |
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17 | |
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Ethical Reasoning: Becoming Aware |
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21 | |
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22 | |
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24 | |
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Organization of Cases and Training Materials. |
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26 | |
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One-Stop Package for Training, Learning, and Teaching. |
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28 | |
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Description of CD Resources |
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28 | |
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28 | |
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29 | |
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29 | |
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Government Articles and Papers |
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29 | |
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29 | |
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Tests and Scales for Use in Workshops and the Classroom |
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29 | |
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30 | |
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30 | |
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Syllabi for Online and In-Class Instruction |
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30 | |
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30 | |
SECTION II: PRACTICING ETHICSMANY FACES |
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Chapter 3 Professionalism and Ethics |
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35 | |
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3.1 Public Managers as Private Consultants |
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36 | |
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37 | |
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37 | |
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3.2 When the Findings Don't Jive' |
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39 | |
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39 | |
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39 | |
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3.3 Hi-Tech Entrepreneurialism at Its Best or Worst? |
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41 | |
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41 | |
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42 | |
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43 | |
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44 | |
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44 | |
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3.5 When Is a Deal a Deal? |
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45 | |
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46 | |
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46 | |
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3.6 Politics and Professionalism |
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47 | |
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48 | |
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48 | |
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3.7 A Purely Private Matter? |
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50 | |
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50 | |
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3.8 When Duty and Morality Clash |
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52 | |
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52 | |
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52 | |
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3.9 Follow the Law or Your Conscience? |
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56 | |
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57 | |
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57 | |
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3.10 Withholding Information: When Is It Ethical or Unethical? |
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60 | |
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62 | |
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62 | |
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62 | |
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Ethical Reasoning Questions |
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63 | |
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63 | |
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65 | |
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3.11 Deception: The Good, the Bad, and the Ugly |
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65 | |
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66 | |
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66 | |
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3.12 Truth Telling: What Is It? |
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66 | |
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67 | |
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67 | |
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3.13 Honesty and Ethical Standards |
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68 | |
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68 | |
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68 | |
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3.14 Politics and Managerial Ethics |
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69 | |
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70 | |
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3.15 WantedLoyalists with Professional Credentials |
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70 | |
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71 | |
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72 | |
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3.18 Where Corruption Lives |
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74 | |
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75 | |
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3.19 Falsifying Documents for the Greater Good? |
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75 | |
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76 | |
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76 | |
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3.20 Resolving Right versus Right Dilemmas |
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77 | |
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78 | |
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Chapter 4 Encouraging Ethical Behavior |
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79 | |
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4.1 Should You or Shouldn't You Accept a Pay Raise? |
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80 | |
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81 | |
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81 | |
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4.2 What Should a City Manager Do When an Employee Behaves Badly toward a Neighbor? |
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84 | |
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84 | |
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84 | |
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4.3 Information or AdvocacyIs There a Difference? |
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85 | |
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86 | |
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86 | |
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4.4 Religious Expression in the Workplace |
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90 | |
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91 | |
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4.5 Going Along to Get Along? |
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93 | |
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94 | |
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4.6 Moral Management: Fact or Fantasy? |
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96 | |
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96 | |
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97 | |
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4.7 Appearances MatterInvesting in Real Estate |
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4.8 Ethics and Performance Evaluations |
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102 | |
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104 | |
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104 | |
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4.9 Mired in an Ethics Swamp |
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106 | |
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The Grand Jury's Findings |
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109 | |
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The Property Appraiser's Response |
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110 | |
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The County Attorney's Response |
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110 | |
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The County Administrator's Response |
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112 | |
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The County Commission Acts |
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113 | |
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The County Administrator Acts |
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113 | |
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114 | |
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114 | |
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116 | |
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Ethical Reasoning Questions |
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117 | |
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Case Assessment by Author |
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117 | |
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119 | |
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119 | |
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120 | |
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120 | |
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4.11 Should Professional Associations Censure and Expel Members for Violating Their Code of Ethics? |
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121 | |
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122 | |
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123 | |
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4.12 Does Courage Have a Price Tag? |
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124 | |
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124 | |
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125 | |
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4.13 Do Ethics Codes Make a Difference? |
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125 | |
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125 | |
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125 | |
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4.14 San Diego on the Move! |
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127 | |
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127 | |
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127 | |
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4.15 An Ethics Test for Local Government Employees |
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128 | |
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129 | |
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129 | |
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4.16 Learning Ethics Online |
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130 | |
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131 | |
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131 | |
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131 | |
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Chapter 5 Building Organizations of Integrity |
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133 | |
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5.1 What Would You Do if You Were the Sheriff? |
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135 | |
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135 | |
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136 | |
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136 | |
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5.2 A New City Manager's Dilemma |
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137 | |
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137 | |
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138 | |
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5.3 Commercializing a City's Website |
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139 | |
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140 | |
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140 | |
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5.4 What's a Whistle-Blower to Do? |
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142 | |
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143 | |
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143 | |
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5.5 When the Chief Asks You to Lie |
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146 | |
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147 | |
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147 | |
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5.6 To Obey or Not to Obey! |
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148 | |
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149 | |
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150 | |
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151 | |
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152 | |
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152 | |
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5.8 Escape from an Ethics Swamp |
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154 | |
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154 | |
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Into the Ethics Swamp with Eyes Wide Closed |
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154 | |
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155 | |
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156 | |
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158 | |
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160 | |
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160 | |
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161 | |
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162 | |
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Ethical Reasoning Questions |
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162 | |
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162 | |
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165 | |
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165 | |
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166 | |
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167 | |
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167 | |
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168 | |
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168 | |
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5.12 Outsourcing City Management Ethics |
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170 | |
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171 | |
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171 | |
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5.13 When the County Knows BestOr Does It? |
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171 | |
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172 | |
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172 | |
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5.14 Legal, Wrong ... Or Morally Required? |
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173 | |
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173 | |
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173 | |
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5.15 Needed: Ethics or Manners for Elected Officials? |
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174 | |
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174 | |
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175 | |
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5.16 Mayors as ExemplarsFact or Fiction? |
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175 | |
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175 | |
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176 | |
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5.17 (Un)Official Misconduct |
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176 | |
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177 | |
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177 | |
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5.18 Building a City of Ethics |
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177 | |
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178 | |
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178 | |
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5.19 Ethics Reform in Indiana Municipalities |
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178 | |
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179 | |
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179 | |
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5.20 The U.S. Department of the Interior: A Work-in-Progress? |
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180 | |
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181 | |
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181 | |
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181 | |
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182 | |
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182 | |
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182 | |
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Chapter 6 Ethics in the Workplace |
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183 | |
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6.1 Auctions in the Office |
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184 | |
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185 | |
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185 | |
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6.2 Workplace Solicitations |
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186 | |
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187 | |
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187 | |
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190 | |
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191 | |
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191 | |
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6.4 Hiring Your Supervisor's Friend |
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193 | |
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194 | |
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6.5 To Praise or Not to Praise! |
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194 | |
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195 | |
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6.6 Ignorance or Insider Trading? |
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6.7 When the Boss Marries a Subordinate |
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6.9 The Chief-of-Staff's Daughter |
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206 | |
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206 | |
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207 | |
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6.10 A Late Night Surprise! |
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208 | |
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Ethical Reasoning Questions |
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209 | |
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209 | |
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210 | |
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210 | |
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6.11 Romance and Housing in City Government |
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210 | |
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211 | |
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211 | |
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6.12 Trusting Employees Should You or Shouldn't You? |
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211 | |
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212 | |
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212 | |
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213 | |
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213 | |
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213 | |
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6.14 Ethics in Business and Government |
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214 | |
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214 | |
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214 | |
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6.15 Assessing Ethical Judgment of a Potential Employee |
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215 | |
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215 | |
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216 | |
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6.16 Evaluations and Promotions Can Get Sticky |
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218 | |
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218 | |
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218 | |
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6.17 Product Endorsements: Are They Ethical or Unethical? |
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219 | |
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219 | |
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220 | |
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221 | |
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6.19 A Culture of Ethical Failure |
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221 | |
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222 | |
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222 | |
SECTION III: LESSONS LEARNED ALONG THE JOURNEY |
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Chapter 7 The Complete Ethical Manager |
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225 | |
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225 | |
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228 | |
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231 | |
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231 | |
Bibliography |
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233 | |
Appendix 1 |
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243 | |
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Chapter 3 Case Competency Matrix |
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243 | |
Appendix 2 |
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247 | |
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Chapter 4 Case Competency Matrix |
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247 | |
Appendix 3 |
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251 | |
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Chapter 5 Case Competency Matrix |
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251 | |
Appendix 4 |
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253 | |
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Chapter 6 Case Competency Matrix |
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253 | |
Index |
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255 | |