It didn't require special training, psychological understanding or in-depth problem solving skills. It just meant "No," period. About the same time, the bumper sticker "What part of No don't you understand?" gained popularity. Since then, those sayings have shown up in many areas of our culture and workplace.

Just saying no can be a simple, effective response to an unethical request. But usually situations are not as black and white as a plain "No" response would allow. Situations, personalities, customer relationships, office politics, egos, expectations, interpersonal relationships, emotions and a host of other variables puts a million shades of gray into the simple, black and white "No. “One must be cautious that just saying "No" is not a shallow substitute for healthy communication.

The important lesson to be learned from the "Just Say No" campaign is that open, honest communication is crucial in dealing with workplace ethics issues.

In going beyond teaching employees to say "No," human resources managers should teach employees the following principles of communication to equip workers for the various ethical situations that arise:

1. Develop a regular routine of open, honest communication. This is the most effective preventive medicine for ethical dilemmas. Think of how much harder it is for a supervisor to ask a subordinate or associate to do something unethical if there has been a track record of open, honest communication. They likely wouldn't even try it.

2. Establish themselves as people of character and integrity. This should start from a worker's first day and continue through retirement. Workers need to be encouraged to be consistent with their values. These values should be evident in everyday work, not just when there is a visible crisis.

3. Don't be afraid to stand up for what is right. This does not mean that someone should wear his ethical superiority on his shirtsleeve. No one likes to work with those who portray a legalistic, holier-than-thou attitude. Everyone in the office should have a common understanding of where the ethical boundaries are. When this common awareness exists, the likelihood of someone pushing the ethical envelope will be diminished.

4. Saying "No" is not the end but the beginning. We all know that saying "No" is not a solution but a response to a specific situation. Workers need to realize that saying "No" can do more than just put an end to an unethical request. It can be an opportunity to start a long overdue dialogue on workplace ethics. It provides a chance to show creativity and problem-solving ability by suggesting alternatives. The ethical dilemma may be a catalyst for genuine change in the workplace. The ethics dialog should not stop with "No."

5. Consider relationships and credibility when responding to an unethical situation: When someone stands up for what he or she believes in, they must be sure that they will be taken seriously. If not, then they run the risk of losing more ground than they may gain no matter how just the cause.

Sometimes just saying "No" may be unavoidable. In this case, it is very important to use common sense and good judgement. "No" is an ultimatum of sorts. Once said, it must be backed-up. The questions must be asked, "What if they don't take no for an answer?" or "What if I lose my job?"

Depending on the reaction, the worker could use the following steps to help:

1. Ask questions and get the facts straight. There may be some sort of misunderstanding.

2. Restate the request in your own words to clarify the person's intent.

3. Suggest an alternative or solution that is satisfactory to all parties. Turn a sticky situation into a problem-solving opportunity.

4. Choose your battles. Know when to push back or when to think fast, talk your way out of it without sacrificing your integrity and move on.

5. Just say "No" or declare your position. Sometimes "No" is the only possible answer. Define your ethical expectations.

6. Consider other factors such as body language, tone of voice, timing and who is present. Remember, it may not be what you say but how you say it.

 But, using it to solve the complex problems of ethics requires a serious training plan from human resources managers and a commitment from management to support it all at levels.

Workers receive technical training, sales training and a myriad of other training experiences, but often lack ethics training. Companies shouldn't let workers fight out ethical dilemmas on their own because just saying "No" may take the place of healthy communication and problem solving.

Facing and conquering ethical situations helps refine us and allows us to grow. Ethical dilemmas can open up lines of communication and allow a healthy dialog that will benefit everyone.