Ethics in a Crowded World by Harris VanDra;

Author:Harris, VanDra;
Language: eng
Format: epub
Publisher: Emerald Publishing Limited
Published: 2019-09-24T00:00:00+00:00

A perceived threat to efficiency caused by ‘moral talk’s being a waste of time or even a ‘barrier’ to getting the job done.

A perceived threat to a preferred image of power and effectiveness by seeming too idealistic or utopian or even being exposed as inadequate when it comes to the task of talking about ethics.

These key causes of ‘moral muteness’ are demonstrated in the international development and humanitarian sector. The first key cause can be seen where the organisations are faith-based or have a mix of faith-based staff, talking about the values can raise differences in motivations and values that may not have been acknowledged otherwise. The second key cause can be demonstrated by organisations who are mute as they trust their staff; that they are all there ‘for the right reasons’. The second cause can also be demonstrated when the organisation has a lack of time and funds, neither of which they want to be perceived to be wasting. This lack of time can particularly apply in humanitarian research and evaluation as there may be lives at risk, and so they feel that they must focus on the job rather than spending time reflecting on if they are doing the right thing in the right way.

In the case of international development, no organisation would want to be exposed as inadequate when it comes to the task of talking about ethics. International development organisations would also be hesitant to suggest or raise the idea that perhaps the sector is not always ethical in its’ research, actions or projects. This suggestion of being unethical may affect their image and reputation which is crucial to getting charity dollars, and when ethical ‘grey areas are poorly managed they can easily become an organisational albatross’ (Bruhn, 2009, p. 208). On the flip side, it is the importance of the reputation, and in making sure that the organisation and the staff are acting ethically, that means that fostering a culture of ethical inquiry within the organisation or institution is even more important, particularly in the international development sector:

At the heart of every practitioner research project there is a significant job of work to be done that will make a small contribution to the improvement of the human condition in that context. (Dadds, 1998, p. 5)

In many cases, unethical behaviour does not arise out of intentional actions, but from a lack of awareness of thought as to what constitutes ethical research. So, while organisations may have the policies and procedural documents in place, they need to also allow an open space for discussion of those documents, for mentoring and for professional development. This will, in turn, enable an organisational culture mindful of ethics that will allow it to continue to develop ethical frameworks.

Michael Apple (2001, p. 154) cites some elements as the central tenets for the flourishing of an ethical approach within an organisation: connectedness, a sense of mutuality, trust and respect, a freedom to challenge others, and a commitment to challenge the politics of ‘official knowledge’ whenever and wherever it is repressive.

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