Book Review Undergraduate 514 words

Ethical Decision-Making Models for Nonprofit Fundraisers

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Abstract

This paper reviews Michael J. Rosen's article "Doing Well By Doing Right: A Fundraiser's Guide to Ethical Decision-Making," published in the International Journal of Nonprofit and Voluntary Sector Marketing (2005). The review summarizes Rosen's argument that donor trust is central to charitable giving and that a code of ethics alone is insufficient for navigating complex situations. It examines two decision-making models Rosen recommends: the Fischer Model, tailored specifically for fundraising professionals, and the Josephson Institute's seven-step general decision-making framework. Together, these models provide structured guidance for ethical choices that align with organizational values and long-term stakeholder relationships.

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What makes this paper effective

The review efficiently distills the source article's core argument — that structured decision-making models are necessary supplements to a code of ethics — without editorializing or adding unsupported claims.
It clearly distinguishes between the two models presented, noting which is sector-specific (Fischer) and which is general-purpose (Josephson Institute), helping readers understand the scope of each tool.
The sequential breakdown of the Josephson Institute's seven steps demonstrates strong summarization technique, preserving the logic and naming conventions of the original framework.

Key academic technique demonstrated

This paper demonstrates concise source summarization: the writer accurately reproduces the structure and content of a journal article — including named models and numbered steps — while maintaining the author's original argument flow. This technique is essential for book reviews, annotated bibliographies, and literature reviews at the undergraduate level.

Structure breakdown

The paper opens by establishing the article's central thesis (donor trust and the need for ethics training), then transitions to the insufficiency of codes of ethics alone. It presents the Fischer Model briefly before devoting most of its analytical space to the more detailed Josephson Institute framework, walking through all seven steps in order. A properly formatted bibliography entry closes the paper.

Introduction: Trust and Ethics in Fundraising

In "Doing Well By Doing Right: A Fundraiser's Guide to Ethical Decision-Making," Michael J. Rosen argues that trust is a foundational factor in charitable giving — influencing not only whether donors will contribute to an organization, but also how much they are willing to give. While organizations may believe they employ people of good character who will naturally do the right thing, complex situations continue to challenge even well-intentioned individuals, making ethics training a necessity rather than an optional supplement.

The Limits of a Code of Ethics

Rosen acknowledges that having a code of ethics is a necessary foundation for any nonprofit or fundraising organization. However, he contends that a code alone is not sufficient to ensure ethical decision-making, because no code can anticipate every circumstance a professional might face. For this reason, Rosen recommends the use of formal decision-making models that can improve the quality of decisions while keeping professionals true to their core values.

The Fischer Model for Fundraising Professionals

Rosen presents two models he believes offer particular value to fundraising professionals. The first is the Fischer Model, which was designed specifically for those working in the fundraising field. This model recommends that decisions be aligned with an organization's mission and values, that they strengthen long-term relationships with colleagues, donors, volunteers, and the community, and that they preserve and foster personal integrity in the decision maker.

The Josephson Institute's Seven-Step Decision-Making Framework

The second model Rosen highlights is a more general framework developed by the Josephson Institute, consisting of seven sequential steps designed to guide ethical decisions across a wide range of contexts.

The first step is called Stop and Think. As the name implies, it advises the decision maker to slow down and avoid making hasty choices driven by emotion. The second step, Clarify Goals, focuses on understanding both the short-term and long-term impacts of the decision under consideration.

In the third step, Determine the Facts, the decision maker is directed to gather relevant information before proceeding. The fourth step, Develop Options, asks the decision maker to compile a list of possible courses of action, while the fifth step, Consider the Options, involves visualizing and evaluating each possibility in turn.

The sixth step, Choose, requires the decision maker to select what they perceive to be the best available alternative. Finally, the seventh step — Monitor and Modify — calls on the decision maker to review the outcomes of their choice and make adjustments where necessary. Together, these seven steps provide a structured approach to ethical decision-making that can complement sector-specific tools like the Fischer Model.

Conclusion

Rosen's article ultimately argues that formal decision-making models are indispensable tools for fundraising professionals seeking to act ethically in complex, unanticipated situations. A code of ethics sets the standard, but structured frameworks like the Fischer Model and the Josephson Institute's seven-step process equip practitioners with the practical guidance needed to uphold that standard in real-world circumstances.

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Key Concepts in This Paper

Donor Trust Ethics Training Fischer Model Josephson Institute Code of Ethics Decision-Making Models Nonprofit Fundraising Organizational Values Long-Term Relationships Personal Integrity