Case Study: An Intern's Dilemma

An Intern’s Dilemma Working well with others, especially those in a position of authority is a sought after characteristic for employers. However, disrupting the stagnant norm for good reason is essential for community and business growth, particularly when it concerns ethics. Leaders are created by the hard decisions they make that develops influence over others, regardless of the delegation of power.

Describe what Mark Identified as being unethical. Mark was asked by the Asia office executives of a technology company, he desired to intern for, to conduct a project of gathering information on competitors in his area. Mark was told to identify himself as a Harvard Business School student, rather than admitting his affiliation to the technology firm, so that he could obtain more sensitive information. Mark believed that misrepresenting himself in this way was unethical, and he was not comfortable doing so.

Were the actions Mark felt were unethical aligned with the corporate culture and values? Describe. Mark spoke with the CEO of the company in the U.S. on the topic of ethics

Having a sound ethical foundation that stays with a person throughout their entire career is a rare yet highly valuable asset. People tend to fluctuate their personal convictions base upon getting ahead financially. Each bend in the ethical foundation deteriorates it until the foundation is no longer sound. Starting out with a sound foundation and finishing with one, speaks volumes for a person’s character and personal integrity. The ability to confront conflicting ethical issues with a strong defense built upon research and counsel is an important lesson to be learned. In most cases people either just give in to avoid conflict or voice their concern in a uniformed and or unthoughtful manner, taking away from their credibility and influence. A leader must be able to tactfully address concerns, no matter their current