Ethical decision making

Values-Based Decision Making

There are many definitions for values, but one of the most commonly used is “an
unending resolve that a specified mode and end-state of actuality are both socially and personally
desirable.” Over time, people’s values tend to remain consistent. To explain this, we must first
look at how values are first acquired. A value is first taught as absolute good or total evil, and we
are taught this at an early age. Ensure that all organization members are on board with an idea’s
core values, achievable through values-based decision-making. Values-Based Decisions can be
made by following these steps in a business environment.
I. Listen to Your body 
Do a physical examination of your abdomen. Before making decisions, leaders should
conduct a virtual body scan to ensure their values guide them (Fulford, 2014). Is it a wise
decision, process, or approach? Our bodies are full of information, but we tend to overlook it.
II. Values should be based on your best self
Keep your values rooted in your full human potential and not your self-importance or
inner critic. We may think a value like “hard work” is valuable to us, but it could result from a
limiting belief. True value might be “satisfying and challenging work.” The more you know
about yourself, the more you will make decisions based on what you want rather than what you
are told.
III. Assume Responsibility For Behavior Monitoring And Evaluation
Commitment is the key to success. How open are the leaders to being held to the best
standards for measuring and evaluating their actions? What we believe in is spelled out in our
core values. Its values guide the organization’s most important decisions. Our brand has integrity
if we always act per our values, ensuring that we do the right thing.

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IV. Ask yourself, “Why am I here, and for whom am I here?”
When it comes to making value-based decisions, there are two questions you should ask
yourself. What is the purpose of our existence, and who are we here for? Using these answers as
a north star, they help the organization return to its core values. Those are the two questions that
every member of the organization must be capable of answering without hesitation. When it
comes time to make decisions, we are all on the same page.
V. Pay Attention To Personality Traits
Consistently express yourself and pay attention to how you come across. A person’s
character can be defined as the manifestation of their core values in their daily lives. Using your
company’s core values as a guide, reflect and codify the desired behaviors of your employees
(O’Fallon & Butterfield, 2013). As a result, you and your team members will better understand
and implement values-based decision-making.
VI. Orient Priorities with Values
Decisions are taken to meet goals, and those goals must align with the company’s core
values from the beginning. Because values are personified differently by different people, the
leader must commit to that piece and fully comprehend that they cannot be prejudiced toward
one way of implementing the decision (O’Fallon & Butterfield, 2013). As a result of this chain of
alignment, decisions and strategies will be based on values.
VII. You can display it on your “front porch.”
“Put it on your front porch,” my mother used to tell me. To ensure that your organization
operates within the parameters of your values, all team members must be aware of those values
and see examples of how you implement them in every decision you make. It is not enough to

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state the values. Others need to know that you’re operating from and adhering to your core
values.
VIII. Insist on a Consensus-Based Decision-Making Process for Core Values
Collectively deciding and enforcing a set of core values is essential. A good place to start
is with leaders evaluating what is most important to them and their desired effects. These values
must then be expressed, shared, and used daily by the individual and their team (O’Fallon &
Butterfield, 2013). The only way to develop value-based decision-making is to make the values
“core” to everyone.
IX. Make a list of the things you will never do
On your life journey, your values serve as your internal navigation system. Consider what
you would not do in a difficult or crisis (O’Fallon & Butterfield, 2013). It is important to reflect
on your strengths and weaknesses as a leader to


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