Problem
Chapter 4, the final chapter of Terris' book. Terris, D. (2013). Ethics at work: Creating virtue at an American corporation. Brandeis University Press
• What do you think about the notion presented by Terris that Lockheed's ethics program does little to prevent ethical breaches at the highest level of the organization?
• Are the efforts put forth-such as making sure higher level executives participate in training-enough to help executives navigate what Terris calls the "ethical minefield" faced by leadership in such an organization?
• What are some things that could be done to address the issue related to ethics at higher executive levels of the organization?
• Terris points out that the company's program is overly focused on individuals and that it doesn't really address group dynamics that can impact ethical situations. For instance, there can be a tendency for groups to "go with the flow" of the group decision-making process and overlook ethical issues in the process. What would you recommend that Lockheed Martin do to address this situation?