Supervisor Moral Sensitivity

Erwin, Wesley J.

doi:10.1002/j.1556-6978.2000.tb01243.x

Cited by 13 publications

(6 citation statements)

References 13 publications

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“…Our measure addresses this concern by avoiding such wording. Furthermore, our instrument represents a quantitative approach, while prior MS measures in the business context often rely on open-ended questions (see e.g., Butterfield et al, 2000;Erwin, 2000;Jordan, 2007). However, the most notably distinctive feature of our approach is that our measure is designed to assess both sensitivity for moral values and sensitivity for business values.…”

Section: Ms Measurements (In the Business Context)mentioning

confidence: 99%

Moral sensitivity in business: A revised measure

et al. 2021

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In order to manage ethical challenges in organizations and the workplace, moral sensitivity (MS)—the ability to identify and ascribe importance to moral issues when they arise in the workplace—is seen as the key prerequisite by researchers and professionals. However, despite the importance of MS, satisfactory reliable and valid measures to assess this competence are to date lacking. The present research tests the psychometric qualities of a revised MS measure for the business domain (R-MSB) that is designed to assess individual differences in moral and business-related value sensitivity. We present three different analyses with two heterogeneous samples of Swiss and German employees (total N = 1168). The first two studies provide good evidence of the measures’ factorial structure, its construct, and criteria-related validity. The third study examines how affective and empathic responses are associated with MS and business sensitivity (BS). The results support the view that empathic responsiveness enhances MS. The instrument’s theoretical and practical strengths, limitations, and avenues for future research are discussed.

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Section: Ms Measurements (In the Business Context)mentioning

confidence: 99%

Moral sensitivity in business: A revised measure

et al. 2021

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“…. .counseling aspects or issues related to the case, provide additional information they would like to know, and to suggest actions to be taken" [27] emphasis added. Emergent codes 1 "The numbered transcripts .…”

Section: Particularizationmentioning

confidence: 99%

“…More open-ended particularization was prompted by reflection questions such as "What would you do to make yourself feel that you had done the right thing?" [26], asking participants what other information they would like to know in a situation [27], or asking participants to list any "issues, " "concerns, " or "aspects" of the case they'd use to make a decision. The Dental Ethical Sensitivity Test asked participants to carry on dialog from the scenarios as if they were in it, then asked why they responded this way, how they expected the patient to react, what issues in the situation are, what arguments could be made against their position, what the best interests of the patients are, what a dentist should do in this situation, and practically speaking, what they would do [8].…”

Section: Particularizationmentioning

confidence: 99%

Adapting Ethical Sensitivity as a Construct to Study Technology Design Teams

Boyd

Shilton

2021

Proc. ACM Hum.-Comput. Interact.

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The design of new technologies is a cooperative task (between designers on teams, and between designers and users) with ethical import. Studying technology development teams' engagement with the ethical aspects of their work is important, but engagement with ethical issues is an unobservable construct without agreement on what observable factors comprise it. Ethical sensitivity (ES), a construct studied in medicine, accounting, and other professions, offers a framework of observable factors by operationalizing ethical engagement in workplaces into component parts. However, ES has primarily been studied as a property of individuals rather than groups and in professions outside of computing. This paper uses a corpus of 108 ES studies from 1985-2020 to adapt the framework for studies of technology design teams. From the ES corpus, we build an umbrella framework that conceptualizes ES as comprising the moment of noticing an ethical problem (recognition), the process of building understanding of the situation (particularization), and the decision about what to do (judgment). This framework makes theoretical and methodological contributions to the study of how ethics are operationalized on design teams. We find that ethical sensitivity provides useful language for studies of collaboration and communication around ethics; suggests opportunities for, and evaluations of, ethical interventions for design workplaces; and connects team members' backgrounds, educational experiences, work practices, and organizational factors to design decisions. Simultaneously, existing research in HCI and CSCW addresses the limited range of research methods currently employed in the ES literature, adding rich, contextualized data about situated and embodied ethical practice to the theory.

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“…We all have blind spots, and can only select from what is in conscious mind, and that which registers concern. For example, research has indicated that supervisors can lack moral sensitivity, being much clearer about what to think and how to act on ethical or performance issues that are clear‐cut, rather than those that are ambiguous (Erwin, ). Our moral radar and sensitivity need to be honed over time, by awareness and discussion, in the service of increasing practice wisdom.…”

Section: Development and Support – Toothless Tigers?mentioning

confidence: 99%

Mentoring or Monitoring: Formulating a Balance in Systemic Supervision

Shaw¹

2013

ANZ J of Family Therapy

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Contemporary supervision practice has increasingly involved tasks previously associated with line management; this has been uncomfortable and unresolved for both supervisors and supervisees. Context, individual preference and circumstance can drive the relationship more into surveillance or more into support, and each will have important implications for practice. This article argues for a balance between monitoring and mentoring, both are crucial for effective supervision to occur. Supervisors need to know the boundaries of their delegated task, given that supervision can be the intervention of choice for any number of organizational difficulties. However they also need to integrate the leadership and critical appraisal tasks required, commencing supervision relationships with these components being transparent and clear, such that all participants can meet their obligations to practice competently, ethically and in the clients' interests. The systemic model provides an effective framework to conceptualise and intervene in relation to the various stakeholders, relationships, service systems and political context in which arrangements for supervision are negotiated. Keywords: mentoring, systemic supervision, clinical governance, professional ethics Key Points1 Effective clinical governance requires a balance of mentoring and monitoring function where supervisors are resolved and well-integrated in tasks associated with gate-keeping and assessment. 2 The systemic model provides a useful way to conceptualise the intersections and imperatives of having multiple stakeholders, relationships and tasks in the supervision space. 3 Effective supervision requires a supervision alliance that is robust, transparent and clear, such that all participants meet their obligations to practice competently, ethically and in the clients' interests. 4 A balance of monitoring and mentoring provides containment in relation to the core tasks of supervision, is congruent with systemic traditions and fosters relational ethics. 5 Supervisees need supervisors who can be excellent mentors and excellent monitors.

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Supervisor Moral Sensitivity

Cited by 13 publications

References 13 publications

Moral sensitivity in business: A revised measure

Moral sensitivity in business: A revised measure

Adapting Ethical Sensitivity as a Construct to Study Technology Design Teams

Mentoring or Monitoring: Formulating a Balance in Systemic Supervision

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