An Ethical Delimma

An Ethical Dilemma

Written by: Megan M. Cook

Business Ethics: BSAD460 H1-WW

Professor: Christopher Rollwitz

April 19, 2015

Introduction

Communication has been the key to business in my career. As a sales representative for ten years I was mentored under an “old school” salesman. His word and handshake were the important part of every store visit. When scenarios similar to the Abilene Paradox play out in businesses and business transactions entire business plans and budgets may be affected. As humans we inherently have bad communication. “The Abilene Paradox is described as the inability to manage agreement is a major source of organization dysfunction” (Harvey, 1988). The third point in the Abilene Paradox report addresses the misperceiving of the collective reality due to in failure to accurately communicate. The psychological desire to be part of a larger and meaningful or successful group can outweigh our values because we do not want to be a disappointment or be alienated (Doty, 2007). This is why in 2005 I unwillingly was persuaded by my sales manager to process “fake” orders.

The Situation

 In retail sales, sales representatives travel or see retailers at trade shows. At these scheduled appointments retailers see goods they want to sell in their stores. The pressure on sales management hit target sales is enormous. In 2005 I was selling one of the top footwear companies in the U.S. and I knew that the brand was up for sale with numerous buyers rumored to be interested. This added component caused my sales manager to create an organized dysfunction that caused an ethical nightmare snowball. The brand owners wanted to show strong consistent quarterly sales increases and the sales were perceived to be up. Unfortunately the Abilene theory was prevalent; everyone was scared and excited and wanted to keep their jobs when the new buyers took over. All the pressure fostered inconsistent communication, bullying and ego within the sales management. My sales manager harassed me daily by phone and e-mail to go back to my retailers and ask for another shipment date or an addition of another sku (product). I couldn’t sleep and was embarrassed when sitting alone in my home office when I actually began considering processing orders that were not approved by the retailers.

Reflection

During my time working for this company there was always a large amount of pressure to increase the number of pairs on each and every purchase order submitted. I had not experienced this level of pressure before. Based on my past personal experience this type of microscopic pressure was difficult. I wish I had the eight steps of ethical decision making in my back pocket. I have always given my opinion while still respecting my superiors. In this case this is where my immaturity and the Abilene Paradox took over. If I would have spoken up using the eight steps as a platform the Abilene Paradox would have been broken. By gathering the facts, the company needed consistent increased sales, yet sell through did not prove to have the re-orders for increased sales (Trevino & Nelson, 2014). Defining the issues, stakeholders, consequences and obligations was so important and would have saved many jobs (Trevino & Nelson, 2014). For me personally the three most important steps are how my integrity and the company’s going to be viewed. Solving problems with a more creative approach to reach the goal in an ethical manner is a route that should be investigated (Trevino & Nelson, 2014). How else could we achieve these sales? Open new accounts, of course this would have been a much better option that I would do today verse what I chose to do then. And lastly always check your gut, to me the entire sales quarter felt funny from the beginning and I should have asked more questions (Trevino & Nelson, 2014). Within 3 weeks I quit, I apologized to the retailers that I submitted orders for; they asked me to cancel the orders, we put it in writing and I slept well that night. Within 6 months my sales manager was gone. The pressure from my sales manager cost me self-confidence, my job, his job and the retailers trust in the company. I learned a valuable lesson that month; I am not cut out to lie or cut corners.