Ethical & Values-Based Decision-Making Framework
Assesses the application of a formal framework that embeds Shūrā (consultation), ʿAdl (justice), and Iḥsān (excellence) into strategic decisions. This process upholds Amānah (trust) by ensuring choices are just, value-driven, and consistently serve the best interests of all stakeholders and the organization's higher purpose, anchored by clear intention (Niyyah). Ultimately, this approach aligns leadership actions with Maqāṣid al-Sharīʿah (objectives of Islamic law), actively promoting Maṣlaḥah (public benefit) while safeguarding against harm to fulfill profound moral accountability.
| Metric | % Major Decisions with completed ethical checklist |
|---|---|
| Target | ≥90% |
| Frequency | Quarterly |
| Method | Composite of 6 metrics: % Major Decisions with completed ethical checklist; % Major Decisions with stakeholder engagement evidence; % Decisions with COI declared/managed (where applicable); Comms timeliness (within 10 working days); Training completion rate (incl. assessment pass); % Emergency decisions with 30-day ex-post review |
| Unit | Percentage/Score |
Level 1: Initial/Ad-hoc
Decision-making is informal and ad-hoc. Islamic values like Shūrā and ʿAdl are occasionally referenced but not systematically integrated into any process.
Level 2: Developing
A basic, unwritten process for some strategic decisions exists. There are inconsistent attempts to consult stakeholders (Shūrā) and ensure fairness (ʿAdl), often dependent on the individuals involved.
Level 3: Established
A formal, documented decision-making framework is established and communicated. It explicitly requires the application of Shūrā, ʿAdl, and Iḥsān for all strategic decisions, and its use is monitored.
Level 4: Advanced
The effectiveness of the decision-making framework is systematically measured (KPIs ≥80%). Data on stakeholder impact, fairness of outcomes, and alignment with Maqāṣid al-Shari'ah is collected and analyzed to refine the process.
Level 5: Optimizing
The values-based framework is deeply embedded (KPIs ≥90%). The organization conducts quarterly post-mortems, publishes ethics summaries, and is recognized as a benchmark for applying Iḥsān and Niyyah in strategic choices.
Organisation Types
By Organisation Size
| Size | Applicability | Notes |
|---|---|---|
| Micro | exempt | Formal SOPs, decision registers, and complex frameworks are highly disproportionate for volunteer-run micro charities. |
| Small | partial | Basic values-based principles should guide key decisions, but formal registers, JEIA links, and complex protocols are disproportionate. |
| Medium | partial | Requires a documented protocol for major decisions, but extensive stakeholder mapping and formal decision registers can be simplified. |
| Large | full | |
| Major | full |
Applicable When
- Organization has a formal board or governing body
- Organization makes decisions that significantly impact its stakeholders
- Organization possesses stated higher objectives beyond mere profit or service provision
Not Applicable When
- The organization is a sole proprietorship or has a single-owner structure where all strategic authority resides with one individual, and there is no formal board or governing body.
- The organization's governing body functions in a purely advisory capacity by charter, with final strategic decision-making authority legally and operationally vested in a separate, external entity (e.g., a parent organization).
- The organization is a non-operational or passive entity (e.g., a holding company, a dormant entity) whose functions are pre-determined and do not involve making new strategic decisions that impact stakeholders.
Related Criteria
Discussion (1)
📋 **Version updated: 1.0.0 → 2.9.7** **Changes:** Updated islamic_references from mizan-297.json
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