Applying Ethical Decision-Making Models to Guerrilla Government

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ApplyingEthical Decision-Making Models to Guerrilla Government

ApplyingEthical Decision-Making Models to Guerrilla Government

Adescription of the ethical issue you identified in the &quotGuerrillaGovernment in EPA`s Seattle Regional Office&quot case study

Thereare some ethical dilemmas encountered in the case study. Cooper(2012) defines ethics as how an individual considers what is wrong orright though people’s opinion may differ. The arena thatencompasses the agency seems to be significant especially forindividuals who work in the government sectors. Some of the ethicalissues found in the “Guerrilla Government in EPA’s SeattleRegional Office” case study revolve from the established laws aswell as the use of agency funds. There is an abuse of power byadministrators (supervisors) where they conceal and ignore thedecisions made by the support staff on honesty as well as integritythat thrive for the common good. In fact, there are no laws set tobar government employees from disagreeing with their supervisors’personal interest that violates individuals’ rights, and that suchcause of actions serves the best interest of the general public.Organizational culture has many aspects that include both unfamiliarand familiar systems, interactions and processes thus justifyingemployees’ actions to work in line with ethical agency policies(Cohen, 1993). Other ethical issues relate to mistreatment ofprofessionals and inappropriate interpretation of the laws.

Adescription of the issues the political appointees faced in this caseand explanation of federal ethics&nbsplaw&nbspviolations,and the leaders’ actions to manageguerrilla government

Oneof the issues the political appointees faced relates to theestablishment of the trust from the servants, for example, most ofthe Spencer’s operations created a lot of mistrust due to theviolation of the federal ethic laws. It is evident that he engaged inpersonal trips, made a contractual agreement with the privateagencies secretly to benefit himself, embezzled the public funds andfailed to adhere to the agency policies and regulations. Such actsevidently indicate that he misused the powers for personal gain,which is a violation of the ethical policies. The administrators needto use their authority for the service to the general public rathernot to make unauthorized promises for personal gain that would leadto guerrilla (O’Leary, 2014). Gaining of subordinate’s trust toend guerrilla can only be achieved when administrators are likely toincorporate every member through decision-making as a team to attainaccountability in their operations.

Anexplanation of why you think the career employees were motivated touseguerrilla tactics as a solution despite the risks to theircareers and whether their choice of guerrilla action was ethical

Bureaucracyserves to be influenced by the agency’s culture that compels publicservants to work in line with the ethical obligations. The criticismemployees employed by the use of guerrilla to quest for their rightsserve to be the best option even though it might not be ethicallyright. Indeed, it created the “unspoken” policy wheninvestigations were conducted on the accountability. It, therefore,gives a rationale on how superiors should comply with the values oftheir subordinates in the workplace. Guerrilla serves the bestinterest of the employees who are undermined by the public servantsand dissent their staff (O’Leary, 2006). Proper management ofdissent can enhance an ideal environment that creates a healthypopulation.

Anevaluation of&nbspthe potential lessons for public administratorsand theimportance of these lessons

Thepublic administrators should learn that staff members can form astrong alliance to oppose their superior’s misconducts to gainconfidence and to resolve internal agency issues. Consequently,regardless the consequence of engaging in opposition such as demotionor being fired, public administrators should realize that staffmembers can rebel against their leaders, and all serve to enlightenevery an individual on the importance of building an internal agencyrelationship through involving members in the decision-makingprocess.


Cohen,D. (1993). Creating and maintaining ethical work climates: An ethicin the workplace and implications for managing change. BusinessEthics Quarterly, 3(4), 343-358.

Cooper,T. L. (2012). Theresponsible administrator: An approach to ethics for theadministrative role (6thed.). NewYork, NY: Jossey-Bass.

O’Leary,R. (2006). Theethics of dissent:Managing guerrilla government. Washington, DC: CQ Press.

O’Leary,R. (2014). Theethics of dissent:Managing guerrilla government (2nd ed.). Washington, DC: CQ Press.

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