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Prompt: Describe an ethical dilemma you experienced
firsthand. How did you manage and resolve the situation?
Example of What Not To Do. This is a poor answer to this
question.
In April 1995,[company] had been repeatedly contacted by
the management team of a factory in [city], who presented
their company as a potential [deal] prospect. However, our
prior investigations had classified the company as an also-ran,
without great potential for improvement. We reasoned that
a visit would be a waste of time and served no viable business
purpose, but wondered: why not utilize this opportunity to
wring industry information out of the factory? Afterwards,
we could simply state our lack of interest with no loss on
[company]'s part except travel expenses. Looking back, I recognized
the dishonesty inherent in my team's motives, but rationalized
that the cover of being interested in the factory was a professional
necessity. In any case, no one would be hurt, or so we surmised.
Most of the visit went smoothly; under the guise of interested
investors, we toured the factory and interviewed management,
laying the groundwork for negotiations that I knew would never
occur. The factory manager was extremely responsive in providing
answers and was a gracious host, toasting us with eloquent
speeches at dinner. Afterwards, as we prepared to return to
our hotel to arrange the next day's travel, he surprised us
by announcing a special post-dinner presentation. Following
a short car ride down a deserted dirt road, we were brought
to a ominous, isolated building and led inside. As we walked
through the door, I recall nervously questioning what we were
doing there and wondering if the factory had somehow learned
of our true disinterested nature.
The first thing I noticed inside the building were the five
hundred men, women and children in the room standing and applauding
us; we were led to the seats nearest to the stage. Immediately,
a group of young girls, perhaps ten years old, shuffled onto
the stage and began to chime "song 1" and "song 2" in broken,
but perfectly understandable English. The program on the table
in front of me detailed a list of art demonstrations, comedy
routines, and musical/dance exhibitions which were to be performed
by troupes of workers and their families. The two-hour show
displayed a great deal of time and effort and was truly one
of the most special, and painful, memories from my time in
[country].
I remember my ensuing letter of rejection to the factory
with a sense of regret. I wish I could say I managed this
dilemma well, but I realize that I failed to account for the
fact that [country] factories are more social, educational
and vocational unit than workplace. By not giving thought
to the consequences of our actions, my team had caused wasted
effort and dashed hopes. Through this, I have learned a valuable
lesson on integrating business and ethics, and have vowed
to utilize this insight into all of the decisions I make.
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