Next, determine which "Bucket and Dial" you use most frequently in decision making.

Use a specific ethical decision you have made in the last year. Write why and how you chose one bucket and or (up to three) dials over others in decision making. Connect your bucket and dial view to how you make decisions about sustainability. I have taken courses, heard conference workshops, and read much about the idea of ethics and making ethical decisions in the last several years. However, the idea of the buckets and dials was something completely new and quite eye opening for me. At the beginning of this year, I had applied for my dream job. It seemed almost too good to be true when the director of HR personally emailed me wanting to interview me. I interviewed with her, and even had a friendly lunch with her. The interview process was a bit lengthy but I had a pretty good feeling I would be offered the position. In between the time of my lunch with the director and my final group interview, I found out I was pregnant. I felt I was in an ethical dilemma of sorts because I really wanted the job, but I also wanted to be completely honest and let them know that I was pregnant and would eventually have to go out on a leave to have my baby. I also feared that if I told them the truth they would choose not to hire me, although this type of pregnancy discrimination would be illegal they could still not offer it to me and state another reason as to why. However, if I didnt tell them the truth than I felt I would be lacking integrity as eventually they would find out about my pregnancy and feel that I was not completely honest or transparent with them as I always want to be. They may no longer trust me and have hard feelings towards me, which would be uncomfortable in a new job, especially when attempting to build relationships of trust. Long story short, I went to the final group interview, did not say anything about my pregnancy, and everything went really well. The next day I received a phone call stating they wanted to check my references before offering me a position. Although I was thrilled I had a gut feeling in my stomach that the right thing to do would be to turn down the offer and let the HR director know my situation. I told her that although I really wanted the job I didnt feel it was the right thing for them or for me, given the new circumstances in my life. She was very grateful for my honesty and impressed that I had made that decision. Looking at this situation, I feel that I acted in the teleological bucket. I did what was best for me and as many people as possible. I also chose with the dial of self vs. community as I gave up what I really wanted for the good of the community I would have been joining. Also, what was best in the short term vs. long term. I have never thought about my decisions in regard to sustainability in this same facet or as an ethical issue. I now realized that ethics plays a large part in all my decisions and I often use this same bucket and these same dials in these types of decisions as well.

Write out and post five of the most significant sentences from the assigned chapters (you have ten chapters to read but you only need to post five significant sentences each sentence is from a different chapter). Please post all of your significant sentences in one thread and post these Wednesday of Week 3. Chapter 8 But true innovation requires thinking differently. (p.101) There can be no innovation without creativity in improving something; essentially there must be change. Change requires new thinking. Chapter 9 The ability to reach out to underserved populationsbegins with products that meet basic human needs. (p.131) I simply believe we need more of this; more ethical companies, selling ethical products to their consumers. This also reminds me of Maslows pyramid of needs. Chapter 10 Sustainability innovators can ill afford to be unprepared or unskillful when it comes to fostering engaging conversations that build mutual understanding and the ability to work together. (p.141) Communication really is key in so many organizational change initiatives, just as it is in sustainability initiatives. One must learn to see one anothers point of view and to communicate effectively. Chapter 12 Why is it so important to look beneath the surface at the deeper levels of reality? Because in our experience it is often the key to lasting change. (p.177) I technically chose two sentences here, but feel they are very significant. Reacting to only what seems to be the superficial problem never really gets at deeper levels of change that could be possible by understanding the true nature of the problem and what the real causes could be. Chapter 15 Collaborating is ultimately about relationships, and relationships do not thrive based on a rational calculus of costs and benefits but rather because of a genuine caring and mutual vulnerability. (p.233)

This is so true. Even business is not really about company and consumer, but rather about people and people. People truly have the capacity to change the world and through collaboration solve large problems, but only through building true relationships of selflessness and charity. When one cares more about others than self, miracles can truly happen. It is somewhat analogous to Greenleafs theory of servant leadership. The more vulnerable we have, the more we may have to lose, but yet the more we really have to gain.