Among the scandals caused by the lack of honest and open communication are the ethical lapses of public relations firms themselves. A considerable body of evidence is emerging to suggest that modern public relations supports trends of unethical practices such as lying, falsification of documents and even espionage. Current research shows that ethical public relations cannot exist because the practice itself is known for its manipulation and propaganda. Public Relations, Inc. (PRI), a medium to large disguised PR consultancy, is a perfect example of an organization grappling with ethical dilemmas (Weiss, 2006). Clearly, there are many ethical dilemmas facing PRI employees and although it seems easy for the reader to say that they would do the right thing in all of these situations, it would be difficult. However, if the reader were actually in such a position and felt pressured to act, they could do what many PRI employees did, use judgment and common sense as a guide, as there are no clear guidelines to help employees to understand agency expectations regarding appropriate decisions when faced with common ethical dilemmas (Weiss, 2006). As for the seven common ethical dilemmas that the reader would face as a PRI employee, the first is the non-compete agreement with the client. Since the contracts between the agency and the client specifically state in this case that the agency will not solicit or accept work from a competitor during the terms of the contract (Weiss, 2006). The reader will not make any offer to sell to a competing customer that could cause the termination of any existing contracts. In this situation common sense would be the determining factor, and since it is clearly wrong and illegal, she would know... middle of paper... between individual greed and self-interest clouding judgment and governing behaviors. This, and many other vague clauses, leave employees to face ethical dilemmas on their own regarding appropriate behavior. However, the PRI culture does not encourage professionals to act ethically and motivates that managers' actions include power, ego, and economics (Weiss, 2006). PRI leaders focus on the short term and lack the trust or quality to build long-term relationships (Weiss, 2006). This self-serving nature of organizational culture is what started its ethical dilemmas, and as in the case of Enron, it will be the end of its ethical dilemmas if changes are not made soon. Works Cited Weiss, J. W. (2006). Business Ethics: An Approach to Stakeholder and Issue Management, Fourth Edition. Mason, OH: Southwestern Thomson Higher Education.