Thomas M. Jones’s “Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model” connects well to my experience working as an attractions operator at Pullen Park. The article explains that ethical decisions depend on the situation and the importance of the issue, which I faced daily on the job. For example, I often had to make quick decisions about safety, fairness, and customer service when rides got busy or guests had concerns. Even small choices, like enforcing height requirements or handling lost items, carried ethical weight because they affected people’s trust and safety. Jones’s model shows that understanding the impact of each decision helps guide responsible behavior, which was essential in keeping the park safe, fun, and fair.

The article also reminds me of The Stanford Prison Experiment by Philip Zimbardo. Both explore how context and environment shape ethical choices. Jones highlights how issue seriousness and organizational pressures influence decisions, while Zimbardo shows how ordinary people can act unethically when placed in positions of authority. Both demonstrate that ethics aren’t just about personal values—they’re influenced by systems and situations. However, Jones focuses on guiding ethical behavior in professional settings, while Zimbardo exposes how ethics can break down under pressure.

In the real world, Jones’s ideas apply to employees and leaders who face moral choices daily. In parks or recreation settings, staff must weigh safety, fairness, and customer treatment, just as Jones describes. On a broader scale, companies also confront ethical challenges, like environmental responsibility or fair labor practices. The model reflects reality because ethical decisions are rarely clear-cut; they depend on context, pressures, and potential consequences. Unlike controlled studies, real-world decisions often occur quickly and under stress, making ethical judgment both critical and challenging.

Jones, T. M. (1991). Ethical decision making by individuals in organizations: An issue-contingent model. Academy of Management Review, 16(2), 366–395.

During my summer internship as a camp counselor with Mount Airy Parks & Recreation, I saw how UCSD’s core ethical values of trustworthiness, respect, responsibility, fairness, caring, and citizenship applied to my work every day. I had to be trustworthy so parents and kids could rely on me, and responsible when supervising activities. Respect and fairness were key in treating all campers equally and creating an inclusive environment. Showing caring helped me build positive relationships, and citizenship meant working as a team to keep camp safe and fun. These values guided how I acted and led throughout the summer.

The UCSD “Ethics Awareness” article reminds me of The 7 Habits of Highly Effective People by Stephen Covey, which also focuses on personal integrity, responsibility, and fairness. Both texts emphasize doing what’s right even when it’s not easy and building trust through consistent ethical behavior. However, while Covey’s book centers more on personal growth and leadership habits, the UCSD article focuses on organizational and professional ethics, showing how values like respect and citizenship guide behavior in a workplace. Both highlight that strong character and accountability are essential for creating positive environments whether in personal life, leadership, or public service.

The UCSD “Ethics Awareness” article reminds me of real-world situations where ethical behavior is crucial in public service, such as in government agencies, schools, and parks and recreation departments. These values like trustworthiness, fairness, and responsibility are the same ones that guide professionals who work with the public. For example, when cities manage community programs or youth camps, staff must act ethically to ensure safety, inclusion, and fairness for everyone. The article connects to real issues we see when organizations fail to uphold ethics, like misuse of funds or discrimination, which can break public trust. It shows how strong ethical values are not just ideas they’re essential for building and maintaining trust in communities.

University of California San Diego. (n.d.). Ethics awareness. UC San Diego Blink. https://blink.ucsd.edu/finance/accountability/ethics-awareness.

I agree with Daniel Lubetzky’s message in Do the KIND Thing about the importance of transparency and authenticity in leadership. His belief that honesty builds trust and long-term success really resonates with me, especially in a world where people value genuine connections. I admire how he shows that being open about decisions and intentions strengthens relationships with both employees and customers. In my own future career, I hope to lead outdoor adventures with honesty, communicate openly, and stay true to my values. This kind of authenticity not only builds stronger organizations but also inspires others to act with integrity and purpose.

Lubetzky’s message about leading with kindness and honesty also reminds me of Proverbs 11:3: “The integrity of the upright guides them, but the crookedness of the treacherous destroys them.” Both emphasize that true leadership comes from doing what is right, even when it’s not the easiest choice. His call for transparency in business aligns with the biblical principle of walking in truth and treating others fairly. While Lubetzky applies these ideas to modern business, the Bible presents them as timeless moral values that guide ethical living.

His ideas also connect to how many companies today, such as Patagonia and TOMS, are becoming more socially responsible. These organizations, like Lubetzky’s KIND brand, focus on honesty, sustainability, and giving back to communities instead of just profit. Patagonia’s commitment to environmental causes and TOMS’s “One for One” model both show how transparency and kindness can lead to meaningful success. Lubetzky’s message reflects a broader shift toward purpose-driven leadership, showing that when people and companies stay true to their values, they can make a positive and lasting difference in the world.

Lubetzky, Daniel. Do the KIND Thing: Think Boundlessly, Work Purposefully, Live Passionately. Ballantine Books, 2015.

The article “Personal Values and Corporate Strategy” explains how a leader’s personal values shape the direction and priorities of an organization, which can be seen in both outdoor education and corporate examples. In an outdoor adventure education career, this idea directly influences how programs are designed and managed. My own values such as teamwork, respect for nature, and personal growth would shape the types of experiences I create for participants and how I define success beyond financial outcomes. For instance, I might emphasize safety, inclusion, and environmental stewardship even if it meant limiting group sizes or profits. This shows that leadership in this field isn’t just about efficiency or business outcomes, it’s about staying true to the values that motivate and inspire both educators and participants.

The article also connects well with the ideas in the NOLS Leadership Educator Notebook, which emphasizes that self-awareness and core values are essential to effective leadership in outdoor settings. Both sources highlight that decision-making should reflect who we are as people and what we stand for. Instructors who understand their own ethics and priorities are better equipped to lead groups, manage risk, and create meaningful learning experiences. 

Similarly, the company REI provides a real-world example of how personal and organizational values can guide business strategy. REI’s “Opt Outside” campaign closing stores on Black Friday so employees and customers can spend time outdoors shows how the company’s leaders prioritize community and environmental well-being over profit. Overall, both the article and these examples reinforce that authentic leadership is grounded in personal values, and when those values align with an organization’s mission, they create a more positive and purpose-driven impact on people and the environment.

Guth, W. D., & Tagiuri, R. (1965). Personal values and corporate strategy. Harvard Business Review, 43(5), 123–132.

After reading “Ethical Role of the Manager” by Sandra Waddock, I have gained insight into just how much weight falls on the shoulders of ethical leaders. Leaders must have stable morals when it comes to personal aspects (moral person) and a moral manager, for the company’s best interest. Leaders must weigh their options and the consequences to make the best situation. On a way smaller scale, I see myself weighing these consequences in my own decision making throughout my daily life. For example, am I going to go to this social event knowing I have assignments due the same night?

This text reminds me of Harry Potter and the Prisoner of Azkaban. In the story, Harry Potter is troubled with having to make difficult decisions about justice and revenge. He struggles with what he believes is morally right. This ties directly to when he figures out the truth about Sirius Black. With this newfound truth, Harry Potter chooses to act ethically by sparing Sirius’s life, even after his betrayal. This connects with the text by Sandra Waddock because it conveys how leaders must put their emotions to the side when making impactful decisions. Every decision has consequences and it’s the leader’s job to weigh them. Just like a manager must weigh many factors in decision making, Harry demonstrates that ethical leadership sometimes means choosing what is right over what is easiest. 

This text reminds me of many company’s, one example being Patagonia. Patagonia is known for being committed to ethical business practices and social responsibility. Managers in this company consistently make choices that focus on values. This takes the form of sustainability practices, donations to other organizations, and their interactions with customers. These actions show how ethical leadership can guide a company’s purpose and build trust with stakeholders.

Waddock, Sandra. “Ethical Role of the Manager.” Encyclopedia of Business Ethics and Society. Ed. . Thousand Oaks, CA: SAGE,2007. 786-91. SAGE Reference Online. Web. 30 Jan. 2012.

After reading the text “The Role of Values in Leadership: How Leaders’ Values Shape Value Creation” by Scott Lichtenstein, I find it more important than ever for a leader to have strong values in this life. For example, If I want to be an outdoor adventure leader in the future, I need to have a strong set of values so that I communicate well with others and create a meaningful experience for everyone. My values will help influence my decision making when it comes to safety and other ethical decisions. 

This text made me think about the events of Ernest Shackleton and the Endurance expedition. During this event, Ernest Shackleton had to express some impactful value-based leadership skills. Shackleton frequently put the safety of his crew over his own and showed the importance of sacrifice. Shackleton’s decisions during this disastrous event were guided by values such as loyalty and responsibility. His overall leadership in this story showed how strong values can help inspire trust even when looking death in the face. 

This text also reminds me of how some leaders acted during the COVID-19 pandemic. Some leaders focused on compassion and the safety in their communities by enforcing policies, while others focused on keeping businesses running and making sure the economy remains as stable as possible. These worldly events reflect the text’s ideas of how leadership decisions always have consequences and there must be balance. In the real world, leadership decision making directly affects millions of people’s lives, showing just how important value-based leadership is in crisis situations on a large scale. 

Lichtenstein, S. (2012). The role of values in leadership: How leaders’ values shape value creation. Journal of Values-Based Leadership, 5(1), 1–13.

While reading the article “A Framework for Ethical Decision Making”, it became clear that I think about all of these ethical lenses when making a decision without even noticing. I believe that I most closely relate to the Virtue lens. Over the past two years, I have been doing a lot of soul searching and figuring out who I want to be in this world. By doing this, I have found a core set of values that make up who I am and I use these morals and values to make decisions based on my life. I truly believe that who you are as a person should be a reflection of how you make decisions. 

After reading the article, it made me think about another article that I analyzed in my outdoor pedagogy course this semester. During this semester, we spent a class period talking about ethical decision making whenever it came to outdoor adventure education. Being an outdoor leader comes with a ton of ethical responsibilities. During the class period we examined the different types of leadership and how each leadership style has their ethical decision-making requirements. For example, a designated leader has a responsibility to protect and make decisions for the safety and well being of their participants or students. These connections can be made with every other leadership style and courses in the outdoor leadership minor program.

In the modern age, ethical decision making is present in every aspect of life. The main example that I think of when it comes to ethics is politics. For example, just in the past week a lot has happened with the Charlie Kirk tragedy and TurningPointUSA. I’ve already talked about how people have reacted to Charlie Kirk, but now I want to analyze how TuringPointUSA is moving forward after his death. The political organization is making ethical decisions on what they think the right way forward is. In my opinion, they are trying to honor Charlie Kirk’s death as a way to promote their cause and beliefs. 

University, Santa Clara. “A Framework for Ethical Decision Making.” Markkula Center for Applied Ethics, 2021, www.scu.edu/ethics/ethics-resources/a-framework-for-ethical-decision-making/

After reading the article “Thinking Ethically”, I can make connections that relate to my everyday life. There have been a few times when I have to make my own decisions that have heavy consequences. As I have matured over time and developed my own set of morals, these instances have become more prominent in my everyday life. As a fairly new Christian, who has given my life to Jesus Christ, I try to make decisions that reflect both my faith and my moral principles. The article showed me that even thought there are different approaches to every decision in this world, it’s ultimately the values and beliefs that need to guide the choices we make.

While reading the article “Thinking Ethically”, I couldn’t help but think about the Bible and how they both show the importance of morals and values whenever making decisions. The article spends a lot of time outlining different options to deciding right and wrong, similarly, Scripture discusses the foundation for ethical living through God’s commandments and teachings. For example, Micah 6:8 says “He has told you, O man, what is good; and what does the LORD require of you but to do justice, and to love kindness, and to walk humbly with your God?” which compares the article’s focus on fairness and respect.

The article “Thinking Ethically” relates to many world events that have occurred recently. For example, the Charlie Kirk tragedy has many ethical decisions that went along with it. On a surface level, the shooter made an ethical decision to kill Charlie Kirk from whatever his beliefs were. Additionally, most people all over the world had the make ethical decisions on how they were going to react to such an event. All over social media, I saw people reacting to this tragedy in many different ways. Some people chose to cheer and celebrate while others began to mourn. Overall, issues like fairness, justice, human rights and debates are all over the world that deal with politics, healthcare, and education. Finally, the article shows that ethical decision making is not 100% personal but also has effects on the world and communities.

Velasquez, Manuel, et al. “Thinking Ethically.” Markkula Center for Applied Ethics, Santa Clara University, 1 Aug. 2015, www.scu.edu/ethics/ethics-resources/ethical-decision-making/thinking-ethically/

40 years of storming: a historical review of Tuckman’s model of small group development

After reading about Tuckman’s model, I immediately saw a strong connection to my own experience. As part of my Parks and Recreation degree, I am also minoring in Outdoor Leadership, where we study Tuckman’s model as a key framework for understanding team development. Just this past week we learned about Tuckman’s model and how each team goes through the stages of forming, storming, norming, performing, and adjourning. It really stood out to me because I’ve seen these stages play out firsthand during group projects and outdoor leadership exercises, especially how initial tension and conflict (storming) can eventually lead to stronger trust and cooperation (norming and performing) once everyone learns to work together.

This text made me think about the NOLS (National Outdoor Leadership School) books about outdoor leadership and how they discuss the same teamwork and development. They emphasize how groups naturally progress through stages of building trust, managing conflict, and establishing roles, just like Tuckman’s model outlines. Reading about Tuckman’s work helped me connect what I’ve been learning from NOLS to a broader theory, showing how these group dynamics apply not just in outdoor settings but in any team environment.

This model has stood the test of time and is still being used to this day in formal organizations and outdoor recreation settings. In today’s world, many companies and leadership programs continue to rely on Tuckman’s model to guide team building and collaboration. For example, corporate workplaces use it to improve group dynamics during training sessions, while outdoor programs like NOLS use it to help student groups work through challenges and develop strong, cohesive teams in high-stress environments.

Bonebright, D. A. (2010). 40 years of storming: A historical review of Tuckman’s model of small group development. Human Resource Development International, 13(1), 111–120

How to link personal values with team values.

While reading through this text, I made strong connections to my internship experience this past summer. I was an intern for Mount Airy Parks and Recreation and a lot of the topics discussed by Dennis Jaffe and Cynthia Scott I saw throughout this organization for better or worse. Something that was very clear at Mount Airy was their desire to connect their personal values to their companies values. I found it very important that Mount Airy really cared about the people in the community almost to a fault. This desire almost came at the expense of the employees who worked there. 

This text really reminded me of the TV Show Ted Lasso and his commitment to being the best leader and connecting his personal values to the football club. Ted consistently encourages players to embrace their own identities while creating a shared culture of respect, belief, and teamwork. Just like the article suggests, Ted doesn’t impose values, he facilitates open discussions so everyone feels ownership of the team’s values, which ultimately strengthens the team’s performance and cohesion.

This text can apply to many situations in today’s world where companies are working to create stronger workplace cultures. For example, as more organizations focus on diversity, equity, and inclusion, they are holding value workshops similar to those described in the article helping employees connect their personal values with shared team values to build trust, collaboration, and commitment. I can see this specifically in some of the businesses I see my family starting or operating.

Jaffe, D. T., & Scott, C. D. (1998, March). How to link personal values with team values. Training & Development, 52(3), 24–30