Routines and the risk of ethical blindness in organizations - the reason why evaluation function needs independence.

 

In many organizations, phrases like "We have always done it that way" and "I know what I am doing" are quite common. However, if you are a monitoring and evaluation staff member, you may notice some unusual trends in results, or overhear something in meetings that makes you question the vertical and horizontal logic of the program. Depending on your findings, it could be the perfect time to pause, take stock, and reflect. Unfortunately, it can be difficult to convince people who are used to routines and strict adherence to standard operating procedures to think outside the box and out of their comfort zone. This is where ethical blindness can occur.

Ethical blindness refers to a situation in which a person is unable to perceive ethical issues or moral dilemmas because of routines and strict adherence to standard operating procedures. In essence, it leads to inappropriate or unethical decisions when the individuals are not able to think beyond what they are used to doing, even when the situation has changed. "Routine switches off reason," leading to ethical blindness. When we are in a routine, compliance becomes more important than thinking about possible solutions and innovations of doing something differently. The problem with routines is that they limit decision-making in organizations by creating barriers that limit creativity or divergent thinking. Routines switch off reasoning by creating a habit that does not require conscious thought, leading to automatic or robotic behavior and diminishing one's ability to think critically or reflect on decisions.

Organizations require staff members to conform to the established rules and procedures without question, which is why processes and routines can become so ingrained that they eventually become the "default" way of thinking. This is why staff members do not take the time or effort to consider any alternative approaches or ideas because they stick to tried-and-true methods rather than exploring new ideas that could potentially benefit their organization. Sometimes, narrow framing restricts one's reasoning and decision-making by focusing on a single issue or approach, rather than taking into consideration the broader implications of the decision. This can lead to decisions that are made without considering all the potential consequences or outcomes. With this in mind, it is important to pause, reflect, and think critically about ways to improve decision-making in organizations.

Context often overrules logic in decision-making in organizations. This unconscious pattern is more pronounced in non-profits, international development organizations, and humanitarian responses where urgency takes precedence over critical reasoning. The need to act quickly and address a situation overrides the importance of considering alternatives and approaching problems logically. The longer an organization has operated under such conditions, the more likely they are to develop routines that create ethical blindness. To avoid this, it is important to break out of those routines and practice conscious decision-making. 

Bringing in an outside perspective can provide valuable insight and help avoid ethical pitfalls. Management consulting firms and external evaluators are often hired to provide outside expertise for this reason. Evaluations in particular provide a way for organizations to assess their performance, learn from their mistakes, and improve the effectiveness and sustainability of their results. The use of external evaluators is particularly important, as they are independent and, therefore, less prone to ethical blindness. 

Internal evaluators, by contrast, may be too familiar with the routine and context of an organization's decision-making process, which may cause them to overlook ethical considerations. Evaluations should be conducted by independent evaluators who have no vested interest in the outcome. This ensures that ethical considerations are properly addressed and that decision-making is transparent and responsible. External evaluations can help with the routinization of ethical decision-making, which ensures that it becomes an integral part of an organization's operations rather than just an afterthought. By conducting external evaluations, organizations can ensure that their decisions are driven by responsible and ethical practices.

You may (or may not) have heard about  10 reasons not to evaluate your program. These reasons will always point to a situation where people who manage the programmes are too entrenched with in their routines and perceive an evaluation as something that is likely to rip up their routines and disrupt the status quo. The risk of ethical blindness in such situation actually demonstrates there is urgent need for an evaluation, an external one for that matter. 

Managers should view external evaluation as an essential tool for enhancing decision-making within an organization. It helps to break out of routines and avoid making decisions on autopilot. The right evaluation questions can significantly aid the position of evaluation in decision-making. Additionally, evaluators should understand their role in prompting organizations to think outside the box and to consider the context, processes, and potential consequences of their decisions, both positive and negative. This allows organizations to make informed choices and create more effective strategies for achieving desired outcomes.