Ethics Are More Than Instincts

One of the greatest challenges in fundraising ethics is that most individuals/organizations think that they already are ethical and, therefore, can move forward simply by relying on their instincts.

This, according to Michael Rosen, executive vice president of client development at Legacy Leaders Inc, who says problems with this method of operating arise when someone is confronted by an issue with which they have no experience.

“Our ability to make instinctive decisions or decisions based on conscience primarily are based on not only our own values system, but are based on experience. And when we don’t have experience in a particular issue, we can get into a problem area,” Rosen says.

To avoid ethical dilemmas, Rosen suggests organizations adopt a code of ethics — the AFP code of ethics and the donor bill of rights, for fundraising, and one designed to address the organization’s specific concerns — and an ethical decision-making model.

“One of the challenges with codes of ethics is that they’re very effective at informing ethical decision making, they’re very effective at dealing with certain, specific issues, but on other issues, they simply provide a broad guideline without specifically addressing all issues. Think of how voluminous a code would be if it attempted to address all issues. And so, what’s necessary to have in place is a mechanism for making good, sound decisions when the code doesn’t speak to the issue directly,” he says.

Rosen recommends using the model presented by Marilyn Fischer, associate professor of philosophy at the University of Dayton, in her book “Ethical Decision Making in Fund Raising,” which encourages those encountering an ethical dilemma to explore all the possible alternative courses of action, and consider each alternative based on a series of questions that include:

* How does implementing a given alternative relate to the organization’s mission?

* Does it relate to the organization’s mission?

* Does it support the organizational mission?

* How does it affect those who are the beneficiaries of the organization’s services?

* How does a given alternative strengthen or weaken long-term relationships with colleagues (volunteers, donors, the broader community)?

* How does a given alternative impact your own sense of personal integrity?

* How does taking a certain course of action strengthen or weaken one’s personal integrity?

When you take the time to look at each alternative and evaluate it based on those questions, ultimately you’re able to pick the best course of action.

“Really complex ethical dilemmas don’t have clear-cut right or wrong answers, and so coming up with the best possible solution is all that we can do, and that may still leave people queasy. And that’s why having a good ethical decision-making model is useful on leading folks to coming up with the best possible solution and then defending that solution to the various stakeholders within the organization,” Rosen says.

He adds that it’s critical for organizations to behave in a completely trustworthy, honest and ethical way, not simply because it’s the right thing to do, but because an organization that does the right thing will raise more money.

“Studies have been done that show that organizations that are perceived of as being highly trustworthy and ethical will receive more supporters and the supporters will support with larger gifts than would otherwise be the case,” he adds.

Michael Rosen can be reached via www.legacyleaders.ca