Case 1: Ethical Dilemma for New Hires—Refusing Data Fraud

Background:
Li Ming, a new finance intern, discovers his team is falsifying client risk assessment data (e.g., marking conservative investors as "aggressive" to sell high-commission products). Remembering Schwab’s father’s teachings ("uphold right and wrong, never compromise"), Li Ming faces pressure from colleagues to stay silent if he wants to 转正 (pass probation).

Discussion Questions:

1. How is Li Ming’s situation similar to Schwab’s experience of witnessing brokers using insider information for profit in the text?

2. What costs might Li Ming face if he exposes the fraud? Using Schwab’s logic that "integrity builds long-term trust," analyze the value of his potential decision.

Presentation:
Create a "Ethical Decision Comparison Chart" in English, listing "Short-Term Gains of Data Fraud" on one side and "Long-Term Benefits of Honesty" on the other, citing Schwab’s refusal to manipulate clients as evidence.

Case 2: Pricing Integrity for Startups—The Controversy of Low Pricing

Background:
Wang Fang, founder of a startup education company, insists on "transparent pricing" (real cost + fair profit), while competitors inflate original prices (e.g., marking a $199 course as "$999 original price, now on sale"). Her team questions: "Why go against the market like Schwab?"

Discussion Questions:

1. Is Wang Fang’s "honest pricing" similar to Schwab’s rejection of commission-driven models? How do both reflect the ethical principle of "not taking advantage of others"?

2. Using Schwab’s belief that "clients will pay for truth," analyze the potential market opportunities of honest pricing.

Presentation:
Role-play a debate in English: groups act as the founder, sales team, and clients. The founder must persuade the team using Schwab’s concept that "integrity is the foundation of sustainable business."

Case 3: Cross-Cultural Conflict in Multinational Projects—The Value of Grassroots Experience

Background:
Zhang Wei, a Chinese tech company trainee, is assigned to start as a customer service representative in India but views this as "junk work." Remembering Schwab’s attitude of "proactively understanding industry mechanics" during business school, he wonders: How can grassroots experience aid cross-cultural management?

Discussion Questions:

1. Why did Schwab value "junk jobs"? How can Zhang Wei apply Schwab’s mindset of "actively learning from foundational work"?

2. In India’s hierarchy-focused culture, how can grassroots experience help build team trust?

Presentation:
Create a "Grassroots Experience Value List" in English, linking Schwab’s emphasis on learning through low-level jobs with Indian cultural practices (e.g., "Jugaad" spirit of practical problem-solving) to explain cross-cultural management strategies.

Case 4: Succession Crisis in Family Businesses—Generational Conflict Over Integrity

Background:
Chen Yu, heir to a family jewelry business, discovers her father is secretly substituting diamonds with 仿钻 (imitation diamonds) while labeling products as "pure diamond" to cut costs. Inspired by Schwab’s belief that "ethics are fundamental," she tries to persuade her father, but he argues: "This is how our family survives—you’re too idealistic."

Discussion Questions:

1. How is Chen Yu’s situation similar to/different from Schwab’s rejection of industry unspoken rules? How to balance family interests and integrity?

2. Using Schwab’s courage to "disrupt industry norms through integrity," what specific actions can Chen Yu take?

Presentation:
Write a "Proposal to Father" in English, citing Schwab’s father’s teachings on ethics ("ethics are about doing the right thing") and designing a "诚信转型路线图" (integrity transformation roadmap), such as gradually replacing materials and publishing quality inspection reports.

Case 5: Integrity in Crisis Management—Recall vs. Cover-Up

Background:
An auto manufacturer discovers a braking system flaw in one model, but a recall would cost hundreds of millions in profits. The CEO remembers Schwab’s choice to "actively contact clients" during the stock market crash and faces a dilemma: follow Schwab’s "accountability" or mimic competitors’ "cover-up until exposure."

Discussion Questions:

1. Why did Schwab choose accountability over avoidance? What’s the long-term trust impact of the two strategies?

2. Using the text’s argument that "integrity is the core of success," analyze how a recall reflects "putting client interests first."

Presentation:
Create a "Crisis Timeline Comparison Poster" in English, contrasting the consequences of "cover-up" (trust collapse, legal issues) with "active recall" (transparent communication, reputation repair), marking key points with Schwab’s principles.

Case 6: Cross-Cultural Negotiation Integrity—The Controversy of Commission Kickbacks

Background:
During Southeast Asian business negotiations, a partner hints at needing "commission kickbacks" (similar to the "bribery unspoken rules" Schwab despised). Chinese representative Li Hua insists on "compliant transactions," but the team fears losing the deal. Inspired by Schwab’s principle of "not exploiting others," Li Hua seeks alternative solutions.

Discussion Questions:

1. How is Southeast Asia’s "commission culture" similar to/different from the "363 banker model" in the text? Does integrity standards vary by culture?

2. Using Schwab’s approach of "innovating to break conventions," what compliant cooperation proposals can Li Hua offer?

Presentation:
Simulate a cross-cultural negotiation in English: groups act as Chinese reps, Southeast Asian partners, and third-party advisors. Design a "No-Kickback Cooperation Agreement" citing Schwab’s example of winning diverse clients through transparency.

1. Different understanding on honesty in different cultures

2,小组辩论：文化情境模拟

• 场景设定：
  “假设一家中国电商公司与一家法国奢侈品品牌合作，中方提出‘先试销 3 个月，再根据销量签正式合同’，法方坚持‘必须先签详细协议，明确违约赔偿’。双方因‘诚信理解差异’产生摩擦。”

• 任务分配：

• 中方小组：从 “关系建立需要时间”“灵活适应市场” 角度辩护，引用中国商业中的 “先做朋友后做生意” 逻辑。

• 法方小组：从 “法律风险控制”“保护品牌价值” 角度反驳，引用法国《商法典》对契约的严格要求。

• 观察员小组：分析冲突背后的文化维度（如不确定性规避指数差异），提出折中方案（如 “框架协议 + 阶段性评估”）。

• 讨论：
  “当‘关系型诚信’遇到‘契约型诚信’，是否存在共赢路径？还是必须一方妥协？”

3.Group Discussion

“跨国企业在文化差异中，应坚持‘入乡随俗’还是‘全球统一标准’？例如，在某些文化中，给当地官员‘小礼物’被视为‘建立信任’，但在西方属于贿赂。”

古今案例对比讨论

任务要求：

1. 从以下 “故事盲盒” 中随机抽取 1 个（或自选 1 个中国古代商业伦理故事，需经教师确认），查阅中英文资料理解故事背景：

• 晋商乔家：清末战乱中，乔家票号坚持 “见票即付”，即使抵押品贬值仍兑现承诺，以 “信义” 挽回收银危机。

• 徽商胡雪岩：开设 “胡庆余堂” 时立 “真不二价” 匾额，宁可销毁受潮药材也不降价售假，践行 “戒欺” 理念。

• 陕商康百万：黄河泛滥时设粥厂赈灾，同时低价收购灾民土地并立约 “三年后可原价赎回”，以 “义中取利” 赢得民心。

• 浙商宁波帮：近代宁波商人坚持 “诚信为本”，如方介堂经营钱庄时，主动承担担保方破产后的债务，树立 “信用比金钱重要” 的口碑。

• 用 150-200 词英文复述故事，要求包含时间、人物、关键事件、结果。

• 提炼 2-3 个核心道德原则（如 “诚信”“义利合一”“社会责任”），并引用故事中的具体行为作为例证（例如：“乔家‘见票即付’的做法体现了‘一诺千金’的诚信原则”）。

2.现代商业案例对比分析：从以下案例中任选 1 个，或者自选其他案例，分析其伦理争议点：

• 正面案例：华为 “科技向善” 理念（如隐私保护、碳中和实践）；

• 反面案例：瑞幸咖啡财务造假事件；

3.对比讨论问题（需用英文记录要点）：

• 传承性分析：传统伦理中的 “诚信”“义利之辨” 如何在现代案例中体现或演变？（例如：华为 “透明供应链” 是否是胡雪岩 “戒欺” 的数字化延伸？）

• 技术伦理挑战：瑞幸造假或大数据杀熟是否暴露了传统伦理在技术时代的漏洞？如何用 “义利合一” 平衡创新与道德？

• 文化差异思考：古代商业伦理（如 “关系导向诚信”）与西方 “法律契约诚信” 在现代全球化商业中如何互补？

成果要求：制作对比分析表格，并口头汇报研究结果。