![]() On the other hand, Pliner points to Ralph Lauren as a company that has done a good job of navigating difficult decisions. When the state introduced legislation recently banning the discussion of homosexual relationships in schools, the corporation’s refusal to condemn it – despite CEO Bob Chapek’s assurances that he personally disagreed with it – has led to it coming under fire from all parties – it’s customers, workers, and the state lawmakers. ![]() To illustrate this, he points to the example of Disney and Florida’s “Don’t Say Gay” bill. Many leaders over the years have made the mistake of simply ignoring such problems, but this is likely to simply cause further difficulties because, as Pilner examines in his book, there are many situations where inaction or delay has the effect of becoming a choice in itself. And the bigger a business is, the more potential there is for it to run itself aground. But nevertheless, it does offer a structured approach to tackling decisions that might seem hopeless or where there is no good solution – or even a least bad one.Ĭompanies face these issues all of the time and can find themselves in very sticky situations if they don’t have a methodology for making such decisions. Pliner acknowledges that there are times where, following this framework, different leaders may come to different decisions, given the same set of circumstances. “As a leader, what’s my responsibility? Make sure my business can be productive, make sure my people are healthy and able to deliver on their responsibilities, and that they and their families and communities are taken care of … ultimately it's clear that in order to deliver that, I either have to give people a choice about whether or not to come into the space, or if they are going to come into the space, to create a set of measures that align to that ethical expectation of public health.” “When any two sides of the triangle come into conflict, look to the third side – in this case, your role, your responsibilities,” he says. Helpfully, this way of modeling decisions also gives us a straightforward method of finding a solution, he proposes simply look to the third side of the triangle. ![]() ![]() Pliner suggests that these “difficult decisions” arise when any two sides of a triangle – personal morality, ethical context, and the responsibility of our roles – come into conflict. Similarly, requiring staff to be vaccinated before returning to workplaces puts issues of bodily autonomy – what employees do with their own bodies – and public health in opposition. Two principles that both seem "right" – such as the need to keep a business running, so people's jobs are viable and the need to keep people out of harm's way – might be in direct opposition to each other. What makes these decisions tricky is that there is not a clearly correct course of action that can be determined by examining data. ![]()
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