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Chapter 5
Solving the Ethics Problem
Technical Communication, 9/e
John M. Lannon
PowerPoint prepared by Jimidene Murphy
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Recognizing Unethical
Communication
Before we begin discussion of this chapter, let’s
talk about what happened with the Challenger.
1. Could the accident have been avoided?
2. What, if anything, did different groups of
people do to contribute to the accident?
3. Was communication within various parts of
NASA unethical?
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Causes of Unethical
Communication
 Yielding to social pressure
 Mistaking groupthink for teamwork
 Allowing personal bias to influence
judgment
Question: Do you think “objective
reporting” exists?
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Understanding Abuse of
Communication
 Suppressing knowledge the public
deserves to know
Nobody wants to admit he fouled
things up
 Exaggerating claims about technology
 Falsifying data
Don’t manipulate data just to support
an agenda
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Understanding Abuse of
Communication
 Stealing or betraying confidential
information
If the employer owns it, don’t divulge it!
 Misusing electronic information
This is SO easy to do. Just because
“everybody does it,” you don’t have to.
 Withholding information people need to
complete their jobs
 Exploiting cultural differences
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Rely on
Critical Thinking
Reasonable criteria for ethical
judgment:
 Obligations to various
“stakeholders”
 Ideals
 Consequences (often conflict
with ideals)
Ethical dilemmas
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Legal Guidelines
(But Never Depend Solely on Them…)
 Laws against deception
 Libel law
 Copyright law
LAWS
 Law against software theft
 Law against electronic theft
 Laws against deceptive or fraudulent
advertising
 Liability laws
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Decide Where to Draw the
Line
Consequences of whistleblowing
 Weigh the consequences of
whistleblowing or being forced into
unethical behavior. You will be better
off just leaving the job rather than
possibly going to jail (it HAS
happened).
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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Any questions?
For additional help reviewing this chapter,
please visit the Companion Website for your
text at http://www.ablongman.com/lannon.
© 2003 Pearson Education, Inc., publishing as Longman Publishers.
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