1.3 Three frameworks for ethical problem-solving in business and  (Page 7/10)

Solution implementation

The chosen solution must be examined in terms of how well it responds to various situational constraints thatcould impede its implementation. What will be its costs? Can it be implemented within necessary time constraints? Does it honorrecognized technical limitations or does it require pushing these back through innovation and discovery? Does it comply with legaland regulatory requirements? Finally, could the surrounding organizational, political, and social environments give rise toobstacles to the implementation of the solution? In general this phase requires looking at interest, technical, and resourceconstraints or limitations. A Feasibility Matrix helps to guide this process.

The Feasibility Tests focuses on situational constraints. How could these hinder the implementation of thesolution? Should the solution be modified to ease implementation? Can the constraints be removed or remodeled by negotiation,compromise, or education? Can implementation be facilitated by modifying both the solution and changing the constraints?

Different feasibility constraints

1. The Feasibility Test identifies the constraints that could interfere withrealizing a solution. This test also sorts out these constraints into resource (time, cost, materials), interest (individuals, organizations, legal, social, political), and technical limitations. By identifying situational constraints, problem-solvers can anticipate implementation problems and takeearly steps to prevent or mitigate them.
2. Time . Is there a deadline within which the solution has to be enacted? Is this deadline fixed ornegotiable?
3. Financial . Are there cost constraints on implementing the ethical solution? Can these be extended by raisingmore funds? Can they be extended by cutting existing costs? Can agents negotiate for more money for implementation?
4. Technical . Technical limits constrain the ability to implement solutions. What, then, are the technicallimitations to realizing and implementing the solution? Could these be moved back by modifying the solution or by adopting newtechnologies?
5. Manufacturability . Are there manufacturing constraints on the solution at hand? Given time, cost, andtechnical feasibility, what are the manufacturing limits to implementing the solution? Once again, are these limits fixed orflexible, rigid or negotiable?
6. Legal . How does the proposed solution stand with respect to existing laws, legal structures, and regulations?Does it create disposal problems addressed in existing regulations? Does it respond to and minimize the possibility of adverse legalaction? Are there legal constraints that go against the ethical values embodied in the solution? Again, are these legal constraintsfixed or negotiable?
7. Individual Interest Constraints . Individuals with conflicting interests may oppose theimplementation of the solution. For example, an insecure supervisor may oppose the solution because he fears it will undermine hisauthority. Are these individual interest constraints fixed or negotiable?
8. Organizational . Inconsistencies between the solution and the formal or informal rules of an organization maygive rise to implementation obstacles. Implementing the solution may require support of those higher up in the management hierarchy.The solution may conflict with organization rules, management structures, traditions, or financial objectives. Once again, arethese constraints fixed or flexible?
9. Social, Cultural, or Political . The socio-technical system within which the solution is to beimplemented contains certain social structures, cultural traditions, and political ideologies. How do these stand withrespect to the solution? For example, does a climate of suspicion of high technology threaten to create political opposition to thesolution? What kinds of social, cultural, or political problems could arise? Are these fixed or can they be altered throughnegotiation, education, or persuasion?