Resolving ethical dilemmas through personal moral values and truth

Self-sacrifice and self-Interest: Chapter 6

Major message: What is the major message of the chapter?

One of the most difficult dilemmas anyone can face is a "right vs. right" conflict. This is a conflict in which the individual must choose between two potentially beneficial outcomes and weigh the costs and benefits of both. The chapter provides guidance about how someone coping with an ethical dilemma can remain true to their core principles and negotiate the difficult territory of such a decision. A good example of this is the dilemma between truth and order, as manifested in the classical drama Antigone; Antigone wants to bury her brother; Creon wants her brother's body to be left unburied as an example to traitors. To answer such dilemmas in the decision-maker's own life requires a clear and deep understanding of his or values and personal truths. The chapter stresses that there are not singular, eternal and unbending truths which exist for all time and all people; rather the reader must have a sense of his or her own personal moral compass.

Q2. Key words

The four questions to ask when making a decision: "how do my feelings and instincts define the dilemma; which of the responsibilities and values in conflict have the deepest roots in my life and in communities I care about; looking to the future what is my way?" (Badaracco 1997: 82)

Nietzsche's concept of the superman -- not someone who is a tyrant but someone who stands outside of the herd?" (Badaracco 1997: 77)

Q3. Key sentences

"Becoming who you are also involves choosing which of your abiding instincts and commitments you will leave alone and which you will struggle to reshape" (Badaracco 1997: 76).

"This is my way…for the way -- that does not exist" (Badaracco 1997: 77).

"Move me to the goals I care about most strongly" (Badaracco 1997: 82).

Q5. Applications / examples

On a personal level, I try to employ this in my work life by enabling employees to provide input to the organization and using a participative strategy of leadership wherever possible. I am a strong believer in mentoring and bolstering the skills of the employee in general, not simply telling them how to do their job. Investing in people is critical. Although common values must unite an organization, for people to truly believe in the collective good, they ideally see their own interests and personal way as aligned with that of the organization. I also think that employees should feel comfortable speaking out, even if it means going against the herd, if they believe that the organization is moving in a wrong direction against its interests and principles. An organization where there is no dissent is not a healthy one.

Reference

Badaracco, J. (1997). Defining moments. Cambridge: Harvard Business Review Press.