This one runs as an interactive workshop: the hour includes exercises your colleagues do themselves, not only a talk.
Ethical decision making is not reserved for compliance teams or senior leaders. Everyone in an organisation faces difficult dilemmas where the right choice is not always obvious. In this session, philosopher and ethics practitioner Ben Wilberforce Ritchie introduces ethics as a practical framework for navigating “right versus right” situations with clarity and confidence.
Through engaging examples and interactive exercises, participants learn how to assess decisions through character, rules, outcomes, and care, strengthening integrity and accountability across the workplace.
During the expert session, Ben Wilberforce-Ritchie engages participants through a series of interactive activities and Q&A using Mentimeter, an interactive engagement tool.
Ethics is rarely about clear good versus bad choices. The most challenging decisions involve tensions between two competing “good” options, requiring judgement rather than simple rule-following.
The four-box framework (virtues, rules, ends, and care) helps individuals evaluate decisions more clearly by balancing character, policy, consequences, and responsibility toward others.
Ethical culture is built through everyday role modelling, encouraging open dialogue, seeking diverse perspectives, and identifying red flags that signal potential ethical collapse within organisations.
Ben Wilberforce Ritchie, philosopher and former ethics manager in the aerospace and defence sector, opens the session by emphasising that ethical decision making is a shared responsibility across all levels of an organisation. He frames ethics as the ability to navigate complex dilemmas with accountability, especially in an era where businesses are increasingly expected to act with integrity and social responsibility.
To introduce the complexity of ethical judgement, Ben uses the “Last Chicken Exercise,” a simple but powerful scenario in which a butcher deceives a customer by presenting the same chicken as a larger one. Participants are invited to reflect on whether the butcher’s actions are acceptable, revealing how different ethical perspectives can lead to very different conclusions.
Ben uses this discussion to explore major ethical frameworks, including rule-based ethics, outcome-based thinking, care ethics, and character.
He then connects the exercise to real business contexts, showing how trust, integrity, and transparency matter just as much in corporate decision making as they do in everyday interactions. Ben highlights the difference between ethics and law, explaining that legality does not always equal morality, and that ethical reasoning is essential for challenging flawed systems and improving organisational policies.
The session continues with a deep dive into ethical dilemmas as “right versus right” tensions, drawing on Rushworth Kidder’s categories such as justice versus mercy, short term versus long term, and loyalty versus trust. Ben encourages participants to recognise that ethical conflict often arises because multiple values are simultaneously at stake.
To support practical application, Ben introduces a four-box ethical decision making model based on virtues, rules, ends, and care. Participants are guided through how this framework can clarify difficult workplace situations, such as whether to warn a friend about potential redundancies while maintaining confidentiality.
The model helps individuals adjust and strengthen decisions by considering all ethical dimensions rather than relying on instinct alone.
Ben concludes by reinforcing that everyone can be an ethical leader, regardless of job title. He outlines behaviours that support ethical role modelling, including fostering a speak-up culture, testing assumptions, seeking opposing views, and ensuring alignment with company values.
Finally, he presents warning signs of ethical collapse, using the Oceangate Titan disaster as a case study in how organisational culture can fail when profit overrides responsibility.
The session closes with a reminder that ethical decision making requires curiosity, courage, and continuous practice, empowering individuals and organisations to act with integrity in an increasingly complex world.
It is interactive, and the block above says exactly how for this session. Nobody has to speak up who does not want to: the chat and the polls carry most of it, and the questions can come in anonymously.
Ethical decision making is not reserved for compliance teams or senior leaders. Everyone in an organisation faces difficult dilemmas where the right choice is not always obvious. It is built for a general working audience: no prior knowledge is assumed, and people who already know the subject get the research and the practical side rather than an introduction.
A workshop. The description of this session says so itself: the hour includes exercises and activities that participants do, not only an expert speaking. It still runs live and online, for as many colleagues as you want to invite.
Ben Wilberforce-Ritchie is one of the experts we auditioned ourselves, and we produce every session so we see how each one lands. Participants rate this session 4.2 out of 5, across 105 responses, and rate Ben personally 4.6 out of 5.
It runs 45 min / 15 min: the talk, then live questions. All you do is pick a date. We brief Ben, produce the session, host and moderate it, run the Q&A, and send you the report within an hour of the end.
A team, a department, an employee network or every single employee at once, with no cap and no per-seat price. It runs inside your own Microsoft Teams, Zoom or Google Meet, or on a branded page we build. No integration, no login, no company device or e-mail.
The session is delivered in English. You can add high accuracy live subtitles in 8, 16 or 24 languages, so everyone follows in their own. That is a paid option, priced by the number of languages you need.
No, and that is by design. There is nothing to install, nothing to integrate and no connection to your systems, so there is nothing for IT to validate: we join your own Teams, Zoom or Meet as a guest speaker, or we host a page and your people open a link. No software, no accounts, and no data of yours that we can reach. It is why hundreds of companies, among them some of the largest technology and financial firms in the world, were able to start within a day.
We never receive or hold personal data about your employees. Because the session runs in your own environment, attendance and identity stay with you, and what we report back is aggregated: numbers, ratings and survey answers, not people. That is also why IT approval usually takes minutes rather than weeks.
You keep the recording and can share it internally. You also get attendance over time, participant ratings for the content and the speaker, the survey answers, and the topics your people asked for next.
While diversity is a priority for many organizations, Ben delves deeper into the concept, specifically focusing on cognitive…
In this expert session Ben discusses fostering an inclusive workplace for the LGBTQ+ community by encouraging visible, proactive…
"People will forget what you said... but people will never forget how you made them feel," - Maya Angelou This hands-on workshop…
In a few interactive, playful exercises Rod shows people how to switch from ‘Yes, but’ to ‘Yes, and’.
In this 60 minute interactive session, Rod makes the case that the success or failure of everything we do depends on only one…
Rod Ben Zeev discusses the nuances of online facilitation, focusing on the importance of psychological safety and understanding…
How do you give and receive feedback? We often find it difficult to tell someone what we really think.
Psychological Safety is a well documented driver of high performance in teams and organisations.