Enron. WorldCom. Global Crossing.

We've all read the stories, perhaps shook our heads and wondered how executives could do such things.

Beyond the large scandals, though, business men and women face more ambiguous ethical dilemmas each day, ones that make them weigh professional duties versus their personal values.

John Dienhart, the Boeing Frank Shrontz Chair for Business Ethics at Seattle University, offered three real-world ethical dilemmas faced by either employees or companies, followed with what happened in each instance. Before you read the answers, ask yourself, "What would I do?"

Dilemma A: A vice president of a struggling software company is sitting at her desk when she receives a large package with no return address. In the package are backup tapes with the source code of the best-selling product in the market. This product is the leading source of revenue for her company's biggest competitor. The note inside says: "I thought you might be interested in this. Signed: An unhappy employee." What should she do?

Dilemma B: An account manager for a public-relations agency is asked by his client to make misleading remarks in a press release about product delivery dates. The project manager refuses. The client then talks to the senior executives of the agency and tells them to get this account manager to do what he is told. The account manager is called in to a meeting with his senior managers and told to issue the press release. What should the account manager do?

Dilemma C: A major pharmaceutical company believes it may have found a way to stop a terrible disease called river blindness. There are 85 million people at risk, but almost all of them are too poor to pay for the drug. It usually takes more than $200 million and 8 to 12 years to develop a drug. Should the company spend the time and money to develop the drug?

What happened:

A. The vice president immediately called up her competitor and said, "I have something that belongs to you."

B. The account manager came to work the next day and submitted his resignation. The senior executives were shocked. The account manager again explained that he could not bring himself to lie about these product delivery dates. The executives did not accept his resignation. Instead, they told the client that the account manager was running the account and that they would not interfere.

C. Merck spent six years and millions of dollars to develop the drug. When it could not find anyone to help them distribute it, the company decided to do that, too. It has committed itself to produce and deliver the drug for as long as the disease exists. River blindness is now almost completely eradicated.

-- Monica Soto

To see more of The Seattle Times, or to subscribe to the newspaper, go to http://www.seattletimes.com.