Louise Simms, newly graduated with a master of business administration (MBA) degree, was hired by a prestigious multinational firm based in the United States. With minimal training, she was sent to join a company partner to negotiate with a high-ranking Middle Eastern government official. The partner informed Simms that he would introduce her to the government contact and then leave her to "get the job done." Her assignment was to "do whatever it takes to win the contract: it's worth millions to us." The contract would enable Simms' firm to select and manage technology companies that would install a multimillion-dollar computer system for that government. While in the country, Simms was told by the official that Simms' firm had "an excellent chance of getting the contract" if the official's nephew, who owned and operated a computer company in that country, could be assured "a good piece of the action."On two different occasions, while discussing details, the official attempted unwelcome advances toward Simms. He backed off both times when he observed her subtle negative responses. Simms was told that "the deal" would remain a confidential matter and the official closed by saying, "That's how we do business here; take it or leave it."Simms was frustrated about the terms of the deal and about the advances toward her. She called her superior in Chicago and urged him not to accept these conditions because of the questionable arrangements and also because of the disrespect shown toward her, which she said reflected on the company as well. Simms' supervisor responded, "Take the deal! And don't let your emotions get involved. You're in another culture. Go with the flow. Accept the offer and get the contract groundwork started. Use your best judgment on how to handle the details."Simms couldn't sleep that night. She now had doubts about her supervisor's and the government administrator's ethics. She felt that she had conflicting priorities. This was her first job and a significant opportunity. At the same time, she had to live with herself.

Questions: i need answers on questions provided in attachment ethical decision making process based on story Louise

ETHICAL DECISION MAKING PROCESS 1. Fact Gathering: a. Question the who, what, when, where, how and why b. Get as many FACTS as possible before proceeding 2. Define the ethical issue(s) involved a. Focus on one major issue at a time even though there could be several in each incident 3. Identify the stakeholders Who are primary stakeholders? b. a. Secondary? c. What makes them stakeholders in the issue? Try to see the issue through the eyes of the individuals involved 4. Identify the consequences a. Positive/Negative (Focus on primary stakeholders) b. What is the magnitude of your decision? c. What is the probability of negative consequences? d. Short-term vs. Long-term consequences? e. Systemic Consequences i. ii. Symbolic - decisions send messages Secrecy - what if the decision becomes public 5. Identify Relevant Ethical Principles a. Examples: Do no harm, Do unto others, etc. b. What obligations are created by your decision? 6. Consider your character and integrity? a. Would others consider your decision to be one make by a person of integrity b. What if your decision was subject to public disclosure? 7. Think creatively about potential actions a. Don't be forced into a corner b. You may have choices you have not considered c. If you have solutions "a" and "b" try creative thinking methods to develop a "c or "d" that might satisfy the parties involved 8. Gut Check a. Intuition and know what's right b. Particularly relevant if you are an experienced decision maker. 9. Decide and prepare responses for alternative viewpoints