Self-Reflection on Ethics and Sustainability: Discomfort,

Growth, and Giving Voice to Values

Table of Content

I. Introduction
II. Body
1. The Challenge of Confronting Superficial Sustainability
2. Ethical Frameworks
a. Understanding the Ethical Dilemma: Performative CSR and Moral Hazard
b. Applying Theoretical Models: Rights, Justice, and Sustainability
c. Mary Gentile’s GVV Framework: Preparing to Act
3. Future Commitments and Actions
a. Establish a Habit of Ethical Literacy
b. Evaluate and Escalate ESG Claims Responsibly
c. Champion Marginalised Stakeholders
d. Foster Safe Channels for Ethical Dissent
e. Practice and Promote Ethical Leadership
III. Conclusion
References
 I. Introduction

People often see ethics and sustainability as obvious good things, but this unit showed that they can be
challenging, especially when they upset ideas we have held for a long time or make us involved in
larger problems. By studying corporate sustainability, reading, and thinking deeply about myself, I
noticed that most firms don’t practice what they claim when it comes to sustainability. It was
especially hard to see that plans aimed at doing good did not always result in helpful actions,
especially when businesses try to be socially responsible but do not make real changes. I will reflect
on the situation, review it using various ethical concepts and Mary Gentile’s GVV model, and guide
my future actions as a professional and an ethically-aware individual.

II. Body

1. The Challenge of Confronting Superficial Sustainability

I began the unit with hopes that CSR and sustainability are widely followed in businesses. I assumed
that businesses were mainly acting responsibly, and principles and guidelines in ESG reporting
suggested that an organisation was behaving ethically. This idea was soon shaken by developments
within the company. As I read about greenwashing and how companies use sustainability talk for their
reputation, I realized I had appreciated organizations that, in turn, appear to create false impressions
of their environmental impact.

The most shocking moment occurred when reviewing examples of firms that stood for climate
solutions and yet secretly financed fossil fuels or worked with unskilled or unethical labour. I noticed
that companies sometimes use ethics purely as a way to market their products, rather than as a real set
of values. As a result of the dissonance, I stopped accepting company messages and started
questioning how involved I am in helping these companies as a customer and future worker.

As a result, I realized there was a conflict within me: “Should I hold back my voice to be convenient
when looked down upon, or should I speak up to support what I believe in?” My experience of
discomfort encouraged me to think more deeply about what is right and to improve myself.

2. Ethical Frameworks

a. Understanding the Ethical Dilemma: Performative CSR and Moral Hazard

The biggest problem for me, called performative sustainability, can be seen as a type of moral hazard.
Businesses often try to look environmentally and socially responsible so they can gain legitimacy,
even though they do not face all the results of what they do (Wenqi et al., 2022). Banerjee (2011)
notes that a lot of CSR practices are directed at minimizing challenges and risks, not at fighting
injustice or destroying the environment. It changes ethical values and slowly makes the public lose
their trust in sustainability discussions.

There is more to worry about when it comes to corporations viewing ethical choices as something to
gain, not necessarily because it’s right (Crane & Matten, 2016). This matches stakeholder theory’s
view that, many times, the importance of a stakeholder is decided by power and influence, instead of a
company’s responsibilities (Freeman et al., 2007). Marginalised groups and the environment are
usually ignored when they have no voice to defend themselves.

b. Applying Theoretical Models: Rights, Justice, and Sustainability

To understand the ethical side of this issue, using the Rights Approach is useful. Following this
approach, rights should not be abused for the sake of profit, not even when those affected are future
generations. However, a lot of firms infringe on these rights by placing the burden of pollution on
others and abusing workers in Asia and Africa (Sharma & Bansal, 2020).

In the same way, Rawlsian justice offers a useful way of looking at the issue. According to some,
ethical sustainability includes giving everyone equal treatment despite their birthplace or race, and
this is not achieved in many CSR actions (Langhelle, 2000). According to Rawls’ experiment, a fair-
minded person would never plan for wealthier people to pollute more because those polluted would be
invisible.

In Defining True Sustainability, Searcy (2018) argues that sustainability is given only limited
importance by corporate organizations. The conference states that being truly sustainable means
something revolutionary, especially if the only priority is profits. It showed me that efforts like
changing to recyclable packaging are not enough to address why there are such issues as
overconsumption and having a wealth gap in society.

c. Mary Gentile’s GVV Framework: Preparing to Act

Mary Gentile’s book offers a simple process that helps readers take ethical action instead of only
wondering what is the best course of action. It is especially beneficial when people find themselves in
a culture that values silence and risks come from disagreeing with others ethically (Gentile, 2010).

In the situation of corporate greenwashing, the GVV factor of “Voice” is of most significance
(Gentile, 2010). For instance, if I were in a team marketing an “environmentally friendly” initiative
that is actually false, I could refer to the reputation, dissatisfied consumers, and the lasting damage it
could do. I would argue using a mix of my values and a strategic approach, as the same was
recommended by Gentile.

The area called “Normalization” is also very important. I see that I might face similar ethical
dilemmas in the future, so my reactions should be prepared. I am compiling a “collection” of ethical
arguments that are backed by information, examples, and expectations from regulations. These script
ideas will enable me to make ethical decisions without getting paralyzed or scared.

Being aware of the difference between what is right and what companies actually do has caused me to
change my views on being a professional. I now regard ethical and sustainable influences as key parts
of being a responsible leader. Going ahead, I intend to practice five tangible steps aimed at improving
my ethics in every aspect of life.

3. Future Commitments and Actions

a. Establish a Habit of Ethical Literacy

I will ensure I stay informed by joining periodicals such as the Journal of Business Ethics and
Business and Society Review. I will purposefully review at least one peer-reviewed article every
month and store the most important points in my personal ethics journal. Thanks to this, I will be able
to observe my own progress and better understand developing questions

b. Evaluate and Escalate ESG Claims Responsibly

Whenever working on sustainability projects, I will always practice “ethical due diligence” in my
role. Should I see dubious ESG reporting, for example with sarcastic-sounding carbon offsets or
leaving out vital information about stakeholders, I will address it using the GVV approach. As a
result, you should plan your scripts ahead of time, find helpful partners among compliance officers
and internal auditors, and offer workable suggestions, besides only finding things that go wrong.

c. Champion Marginalised Stakeholders

I intend to push for ethical procedures that involve stakeholders besides those in charge or financial
stakeholders. Whenever I am part of an impact assessment, I will ask things such as: “Did we consult
the workers in factories that are outsourced?”, or “What kinds of input have local or indigenous
communities given on this topic?” I want to collaborate with organisations that view stakeholder
participation as an important moral goal.

d. Foster Safe Channels for Ethical Dissent

When I am in a leadership or team position, I plan to talk about ethics openly and include it in
discussions about all kinds of dilemmas during meetings and project reviews. I will assist in creating
ways for staff to file ethical reports privately, and show myself as a contact for ethics-related concerns
within my team. I think making time for ethics in stressful situations can decrease fear and maintain
the honesty of the organization.

e. Practice and Promote Ethical Leadership

In the opinion of Ciulla (2014), ethics should be a part of every good leader’s decisions, and for this
reason, I act with integrity when making any decision, big or small. As a result, one should recognize
when wrong, explain what is being considered, and match behavior with expressed values. In my first
two years on the job, I plan to pursue professional training in ethics so I can improve my skills in how
to lead others under challenging situations.

III. Conclusion

This unit has helped me see what responsible and sustainable professionals are expected to do. I have
realized that, while I used to think awareness by itself would be enough, ethics actually needs to be
practiced each day. I am now able to challenge superficial answers, look at who is included and who
is excluded, and prepare to share my thoughts equipping myself with guidelines from Giving Voice to
Values. The things I learn will improve how I make decisions on my future career, select where to
work, and form judgements about organisations. I make sure that my personal beliefs guide my job
behavior, even when it is tough. All in all, ethics and sustainability are about small actions that help
us become more trusted, just, and valuable in the future.

References

Banerjee, S. B. (2011). Embedding Sustainability Across the Organization: A Critical

Perspective. Academy of Management Learning & Education, 10(4), 719–731.

[Link]

Ciulla, J. B. (2014). Ethics, the heart of leadership (3rd ed.). Praeger.

Crane, A., & Matten, D. (2016). Business Ethics: Managing Corporate Citizenship

and Sustainability in the Age of Globalization(4th ed.). Oxford University Press.

Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & Simone De Colle.

(2007). Stakeholder Theory : the State of the Art. Cambridge University Press.
Gentile, M. C. (2010). Giving voice to values : how to speak your mind when you

know what’s right. Yale University Press.

Langhelle, O. (2000). Sustainable Development and Social Justice: Expanding the

Rawlsian Framework of Global Justice. Environmental Values, 9(3), 295–323.

[Link]

Searcy, C. (2018, April 19). Defining True Sustainability. MIT Sloan Management

Review. [Link]

Sharma, G., & Bansal, P. (Tima). (2020). Cocreating Rigorous and Relevant

Knowledge. Academy of Management Journal, 63(2), 386–410.

[Link]

Wenqi, D., Khurshid, A., Rauf, A., & Calin, A. C. (2022). Government subsidies’

influence on corporate social responsibility of private firms in a competitive

environment. Journal of Innovation & Knowledge, 7(2), 100189. sciencedirect.

[Link]