3. Is There a Place for Ethics in IT?On March 15, 2005, Michael Schrage published an article in CIO magazine entitled “Ethics,Schmethics," which stirred up a great deal of controversy in the IT community. In the article,Schrage proposed that CIOS (chief information officers) "should stop trying to do the 'right thing'when implementing IT and focus instead on getting their implementations right." Schrage arguedthat ethics had become a buzzword, just like quality in the 1980s; he asserted that the demandfor ethical behavior interferes with business efficiency.In the article, Schrage provided a few scenarios to back up his opinion. In one such exam-ple, a company is developing a customer relationship management (CRM) system, and the staffis working very hard to meet the deadline. The company plans to outsource the maintenanceand support of the CRM system once it is developed, meaning that there is a good chance thattwo-thirds of the IT staff will be laid off. Would you disclose this information? Schrage answered,"I don't think so."In another scenario, Schrage asked readers if they would consider deliberately withholdingimportant information from their boss if they knew that its disclosure would provoke his or herimmediate counterproductive intervention in an important project. Schrage said he would with-hold it. Business involves competing values, he argued, and trade-offs must be made to keepbusiness operations from becoming paralyzed.70Schrage was hit with a barrage of responses accusing him of being dishonorable, short-sighted, and lazy. Other feedback provided new perspectives on his scenarios that Schrage hadnot considered in his article. For example, an IT manager at Boise State University argued thatdoing the right thing is good for business. Not disclosing layoffs, she argued, is a trick that onlyworks once. Remaining employees will no longer trust the company and may pursue jobs wherethey can feel more secure. New job applicants will think twice before joining a company with areputation for exploiting employees. Other readers responded to that scenario by suggestingthat the company could try to maintain loyalty by offering incentives for those who stayed or byproviding job-placement services to departing employees.Addressing the second scenario, another reader, Dewey, suggested that not giving theboss important information could backfire on the employee: "What if your boss finds out thetruth? What if you were wrong and the boss could have helped? Once your boss knows thatyou lied once, will he believe you the next time?"Another reader had actually worked under an unproductive, reactive, meddling boss. Basedon his experience, he suggested speaking to the boss about the problem at an appropriate timeand place. In addition, the reader explained that as situations arose that required him to convey important information that might elicit interference, he developed action plans and made firmpresentations to his boss. The boss, the reader assured Schrage, will adapt.Some readers argued that CIOS must consider the company's long-term needs rather thanjust the current needs of a specific project. Others argued that engaging in unethical behavior,even for the best of puposes, crosses a line that eventually leads to more serious transgressions.Some readers suspected that Schrage had published the article to provoke outrage. Anotherreader agreed with Schrage, arguing that ethics has to "take a back seat to budgets andschedules" in a large organization. This reader explained, "At the end of the day, IT is business."Discussion Questions1. Discuss how a ClO might handle Schrage's scenarios using the suggested process forethical decision making presented in this chapter.2. Discuss the possible short-term losses and long-term gains in implementing ethical solu-tions for each of Schrage's scenarios.3. Must businesses choose between good ethics and financial benefits? Explain your answerusing Schrage's scenarios as examples.4. What do you think Schrage means when he says that CIOS "should stop trying to do the'right thing' when implementing IT and focus instead on getting their implementations right"?Do you agree?

Question

3. Is There a Place for Ethics in IT?On March 15, 2005, Michael Schrage published an article in CIO magazine entitled “Ethics,Schmethics,&#34; which stirred up a great deal of controversy in the IT community. In the article,Schrage proposed that CIOS (chief information officers) &#34;should stop trying to do the 'right thing'when implementing IT and focus instead on getting their implementations right.&#34; Schrage arguedthat ethics had become a buzzword, just like quality in the 1980s; he asserted that the demandfor ethical behavior interferes with business efficiency.In the article, Schrage provided a few scenarios to back up his opinion. In one such exam-ple, a company is developing a customer relationship management (CRM) system, and the staffis working very hard to meet the deadline. The company plans to outsource the maintenanceand support of the CRM system once it is developed, meaning that there is a good chance thattwo-thirds of the IT staff will be laid off. Would you disclose this information? Schrage answered,&#34;I don't think so.&#34;In another scenario, Schrage asked readers if they would consider deliberately withholdingimportant information from their boss if they knew that its disclosure would provoke his or herimmediate counterproductive intervention in an important project. Schrage said he would with-hold it. Business involves competing values, he argued, and trade-offs must be made to keepbusiness operations from becoming paralyzed.70Schrage was hit with a barrage of responses accusing him of being dishonorable, short-sighted, and lazy. Other feedback provided new perspectives on his scenarios that Schrage hadnot considered in his article. For example, an IT manager at Boise State University argued thatdoing the right thing is good for business. Not disclosing layoffs, she argued, is a trick that onlyworks once. Remaining employees will no longer trust the company and may pursue jobs wherethey can feel more secure. New job applicants will think twice before joining a company with areputation for exploiting employees. Other readers responded to that scenario by suggestingthat the company could try to maintain loyalty by offering incentives for those who stayed or byproviding job-placement services to departing employees.Addressing the second scenario, another reader, Dewey, suggested that not giving theboss important information could backfire on the employee: &#34;What if your boss finds out thetruth? What if you were wrong and the boss could have helped? Once your boss knows thatyou lied once, will he believe you the next time?&#34;Another reader had actually worked under an unproductive, reactive, meddling boss. Basedon his experience, he suggested speaking to the boss about the problem at an appropriate timeand place. In addition, the reader explained that as situations arose that required him to convey important information that might elicit interference, he developed action plans and made firmpresentations to his boss. The boss, the reader assured Schrage, will adapt.Some readers argued that CIOS must consider the company's long-term needs rather thanjust the current needs of a specific project. Others argued that engaging in unethical behavior,even for the best of puposes, crosses a line that eventually leads to more serious transgressions.Some readers suspected that Schrage had published the article to provoke outrage. Anotherreader agreed with Schrage, arguing that ethics has to &#34;take a back seat to budgets andschedules&#34; in a large organization. This reader explained, &#34;At the end of the day, IT is business.&#34;Discussion Questions1. Discuss how a ClO might handle Schrage's scenarios using the suggested process forethical decision making presented in this chapter.2. Discuss the possible short-term losses and long-term gains in implementing ethical solu-tions for each of Schrage's scenarios.3. Must businesses choose between good ethics and financial benefits? Explain your answerusing Schrage's scenarios as examples.4. What do you think Schrage means when he says that CIOS &#34;should stop trying to do the'right thing' when implementing IT and focus instead on getting their implementations right&#34;?Do you agree?

Accepted Answer

Schrage’s scenario about ethical decision making gives a different point of view. A CIO (Chief…