SCENARIO: The first of May, the administrator

SCENARIO: The first of May, the administrator of the State Mental Hospital learned that keys to security wards for dangerous criminals had been lost or stolen when he received an early morning telephone call from the night administrator of the hospital. Since duplicate keys were available in the hospital safe, the administrator, Mr. Jackson, knew that loss of the keys would not interfere with the routine functioning of the hospital. But he decided to call a general staff meeting the next morning to consider the problem. At the meeting, Mr. Jackson explained the problem of the missing keys and asked for suggestions on what to do. The assistant administrator suggested that the matter be kept confidential among the staff since public knowledge could lead to damaging publicity and possibly to an investigation by higher officials in the Department of Health and Rehabilitative Services. The head of security for the hospital reported that only two keys were missing and that, although he could not yet determine if the keys had been stolen or lost, he thought they probably had been stolen. He emphasized that the missing keys were “master keys” that could open the doors to all the security wards where the most dangerous criminals were housed. In his opinion, immediate replacement of the locks on those doors was required. The director of accounting estimated the cost of replacing the locks at over $10,000. He reminded the meeting that the operating costs of the hospital already exceeded its operating budget by about 10 percent due to unexpected inflation and other unforeseen expenses, and that an emergency request for a supplemental budget appropriation to cover the deficit had been sent to the Department of Health and Rehabilitative Services the previous week. In sum, he concluded, no funds were available in the budget for replacing the locks, and an additional request for $10,000 might jeopardize the request for supplementary operating funds that had already been submitted. Besides, since it was early May, the hospital would begin operating under the budget for the next fiscal year in approximately sixty days. The locks could then be replaced, and the costs charged against the new budget. Another staff member reasoned aloud that if the keys had been lost, any person finding them would not likely know of their purpose, and that if the keys had been stolen, they probably would never be used in any unauthorized way. Mr. Jackson thanked the staff members for their contributions, ended the meeting, and faced the decision. He reflected upon the fact that behind the doors of the security wards were convicted first-degree murderers and sexual psychopaths, among others. He also remembered his impeccable thirteen-year record as an efficient and effective hospital administrator. As Mr. Jackson continued his deliberations, the thought occurred to him that perhaps the most important action would be to find and place the blame on the person who was responsible for the disappearance of the two keys. Moreover, security procedures might need reviewing. Mr. Jackson could not clearly see how best to proceed. : Have you ever experienced a moral dilemma while at school or on the job? Why is acting ethically an important value for leaders? SCIENCE HEALTH SCIENCE NURSING NURS 452

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