The notion that there exists a tool that can be used to resolve ethical dilemmas can have powerful implications for management and policy. In this fast-paced day and age it is sometimes all too difficult for managers to consider ethical implications. It has frequently been found that, when faced with a challenging business decision, the most expedient option is to simply ignore the ethical component.
A working knowledge of BESS should give non-profit managers the confidence to tackle the decision more holistically by considering the ethical component, believing that it can be accommodated and even improve the resultant decision. Where ethical issues affect strategic direction, it is essential to consider them at the outset, as the ramifications of ignoring them only materialise at some future date, often with disastrous consequences that may threaten the very existence of the business or organisation.
The same applies to policy in that there is a need to consider policy in the light of the needs of and effects on all stakeholders. As this is a daunting task it is common for policy-makers to take a more heavy-handed approach and simply issue a policy statement as a decree without appropriate stakeholder participation in the due process of policy formulation. The ability to apply the BESS model will ensure that policy makers are confident to correctly define and attempt to resolve the issues of concern. Furthermore, the use of the 7C approach will ensure that policy implementation is less likely to be fraught with objections and obstacles from both those affected by changes deemed necessary and those whose commitment is needed to effect the changes.