Little White Lies Sam is the nurse recruiter for a metropolitan hospital that is experiencing an acute nursing shortage. He has been told to do or say whatever is necessary to recruit professional nurses so that the hospital will not have to close several units. He also has been told that his position will be eliminated if he does not produce a substantial number of applicants in the nursing career days to be held the following week. Sam loves his job and is the sole provider for his family. Because many organizations are experiencing severe personnel shortages, the competition for employees is keen. After his third career day without a single prospective applicant, he begins to feel desperate. On the fourth and fi nal day, Sam begins making many promises to potential applicants regarding shift preference, unit preference, salary, and advancement that he is not sure he can keep. At the end of the day, Sam has a lengthy list of interested applicants but also feels a great deal of intrapersonal confl ict. Massage the Dilemma In a desperate effort to save his job, Sam fi nds he has taken action that has resulted in high intrapersonal value confl ict. Sam must choose between making promises he cannot keep and losing his job. This has far-reaching consequences for all involved. Sam has the ultimate responsibility for knowing his values and acting in a manner that is congruent with his value system. The organization is, however, involved in the value conflict in that its values and expectations confl ict with those of Sam. Sam and the organization have some type of responsibility to these applicants, although the exact nature of this responsibility is one of the values in conflict. Because this is Sam’s problem and an intrapersonal confl ict, he must decide the appropriate course of action. His primary role is to examine his values and act in accordance. Outline Options Option 1. Quit his job immediately. This would prevent future intrapersonal confl ict provided that Sam becomes aware of his value system and behaves in a manner consistent with that value system in the future. It does not, however, solve the immediate confl ict about the action Sam has already taken. This action takes away Sam’s livelihood. Option 2. Do nothing. Sam could choose not to be accountable for his own actions. This will require Sam to rationalize that the philosophy of the organization is in fact acceptable or that he has no choice regarding his actions. Thus, the responsibility for meeting the needs and wants of the new employees is shifted to the organization. Although Sam will have no credibility with the new employees, there will be only a negligible impact on his ability to recruit at least on a short-term basis. Sam will continue to have a job and be able to support his family. Option 3. If after value clarification Sam has determined that his values conflict with the organization’s directive to do or say whatever is needed to recruit employees, he could approach his superior and share these concerns. Sam should be very clear about what his values are and to what extent he is willing to compromise them. He also should include in this meeting what, if any, action should be taken to meet the needs of the new employees. Sam must be realistic about the time and effort usually required to change the values and beliefs of an organization. He also must be aware of his bottom line if the organization is not willing to provide a compromise resolution. Option 4. Sam could contact each of the applicants and tell them that certain recruitment promises may not be possible. However, he will do what he can to see that the promises are fulfilled. This alternative is risky. The applicants will probably be justifi ably suspicious of both the recruiter and the organization, and Sam has little formal power at this point to fulfill their requests. This alternative also requires a time and energy commitment by Sam and does not prevent the problem from recurring. Review the Options In value clarification, Sam discovered that he valued truth telling. Alternative 3 allows Sam to present a recruiting plan to his supervisor that includes a bottom line that this value will not be violated. Affirm Position and Act Sam approached his superior and was told that his beliefs were idealistic and inappropriate in an age of severe worker shortages. Sam was terminated. Sam did, however, believe that he made an appropriate decision. He did become self-aware regarding his values and attempted to communicate these values to the organization in an effort to work out a mutually agreeable plan. Look Back Although Sam was terminated, he knew that he could find some type of employment to meet his immediate fi scal needs. He did become self-aware regarding his values and used what he had learned in this decision-making process, in that he planned to evaluate more carefully the recruitment philosophy of the organization in relation to his own value system before accepting another job.