The Responsibilities Lens focused on your duties. Now it's time for a change of ethical perspective. The Results Lens is going to focus on what actions and behaviors will lead to results that meet the stakeholders' ethical desireswhat outcomes will make them happy because their personal goals have been met. Because this lens focuses on what meets individual desires, you have to make educated guesses about what others will think about your actionsand how they'll evaluate your decision. If others decide that you're being unethical, you'll hear about it. . Below is the list of stakeholders that you made earlier. The first step in your evaluation is to decide how much each of the stakeholders will be affected by your decision on this problem, regardless of what your ultimate decision might be. For this ethical lens, you want to support the ethical desires of as many stakeholders as you can. In particular, focus on those who will be impacted the most. Select "high" for those stakeholders who will be affected the most. For instance, if a decision drastically changes a stakeholder's current situation or has a serious impact on their ability to make a good decision, the impact would be high. Select "low" for those stakeholders who will be affected the least. For instance, if a decision slightly inconveniences a stakeholder or has a very remote chance of affecting them at all, the impact would be low. Select the middle option for those stakeholders where the impact will be between these extremes. If a decision causes a stakeholder to be exposed to some risk, or to suffer a temporary setback, the impact would be moderate. Remember that the scale is relative for this situation: high impact stakeholders have a lot to lose (or gain) relative to the others. If one person could lose their career and another their life, the second person faces the higher impact. If, on the other hand, someone's career is the most valuable thing at stake, they would be ranked highly impacted. Identifying the two stakeholders who are impacted the most and then the two impacted the least is a useful way to proceed. The stakeholders are evenly distributed. Choose the two you believe will be highly impacted, the two that are moderately impacted, and the two for whom the impact will be low. How much will each stakeholder be affected by your decision? How much will each stakeholder be affected by your decision? Low Med High Carson Nelson, Chief Executive Officer He is responsible for everything that goes on in the organization and often liable for the company's ethical mistakes. Low Med High O You, Director of Business Development You have to make and implement the decision. Low Med High O Dr. Elizabeth Anderson, Board member She owns the company with whom it is suggested you develop a business partnership. Low Med High O Kerry Smith, VP of Business Development The head of Business Development and your supervisor. Low Med High The Shareholders Any action taken by the leadership team that affects the value of the company affects them. The Responsibilities Lens focused on your duties. Now it's time for a change of ethical perspective. The Results Lens is going to focus on what actions and behaviors will lead to results that meet the stakeholders' ethical desireswhat outcomes will make them happy because their personal goals have been met. Because this lens focuses on what meets individual desires, you have to make educated guesses about what others will think about your actionsand how they'll evaluate your decision. If others decide that you're being unethical, you'll hear about it. . Below is the list of stakeholders that you made earlier. The first step in your evaluation is to decide how much each of the stakeholders will be affected by your decision on this problem, regardless of what your ultimate decision might be. For this ethical lens, you want to support the ethical desires of as many stakeholders as you can. In particular, focus on those who will be impacted the most. Select "high" for those stakeholders who will be affected the most. For instance, if a decision drastically changes a stakeholder's current situation or has a serious impact on their ability to make a good decision, the impact would be high. Select "low" for those stakeholders who will be affected the least. For instance, if a decision slightly inconveniences a stakeholder or has a very remote chance of affecting them at all, the impact would be low. Select the middle option for those stakeholders where the impact will be between these extremes. If a decision causes a stakeholder to be exposed to some risk, or to suffer a temporary setback, the impact would be moderate. Remember that the scale is relative for this situation: high impact stakeholders have a lot to lose (or gain) relative to the others. If one person could lose their career and another their life, the second person faces the higher impact. If, on the other hand, someone's career is the most valuable thing at stake, they would be ranked highly impacted. Identifying the two stakeholders who are impacted the most and then the two impacted the least is a useful way to proceed. The stakeholders are evenly distributed. Choose the two you believe will be highly impacted, the two that are moderately impacted, and the two for whom the impact will be low. How much will each stakeholder be affected by your decision? How much will each stakeholder be affected by your decision? Low Med High Carson Nelson, Chief Executive Officer He is responsible for everything that goes on in the organization and often liable for the company's ethical mistakes. Low Med High O You, Director of Business Development You have to make and implement the decision. Low Med High O Dr. Elizabeth Anderson, Board member She owns the company with whom it is suggested you develop a business partnership. Low Med High O Kerry Smith, VP of Business Development The head of Business Development and your supervisor. Low Med High The Shareholders Any action taken by the leadership team that affects the value of the company affects them