“Sometimes you make the right decision, sometimes you make the decision right.” – Phil McGraw
It was early in the war, and the platoon-sized element of American ground forces was pinned down by rocket-propelled grenade fire as the troops approached the outskirts of a city being secured as part of the larger invasion of the country. Unable to advance and unable to eliminate the source of fire, tensions were high as round after round exploded around them. The lone shooter – a member of the local irregular forces – positioned himself where he was well protected from both ground and air fire, leaving the troops with limited options.
An air strike was neither practical – due to their close proximity to the shooter – nor likely to be approved since they were merely a supporting effort and most of the planned air support was committed to the main effort armored forces conducting raids into the capitol city. The troops were, as we often said over the days to come, “alone and unafraid.”
But the shooter had a vulnerability: ammunition.
Whenever he needed more ammunition, he would send his 10-year-old son, secure in the knowledge that American troops were unlikely to shoot a child. The sight of a young boy carrying rocket propelled grenades in the midst of a firefight was surreal. But, as the danger continued to escalate, the troops faced a hard decision: allow the situation to persist until someone was killed or eliminate the only visible vulnerability. A single soldier raised his M4 rifle to his shoulder, sighted his target in the reticle, and fired.
The Trolley Problem
The situation posed a distinct ethical dilemma, a situation that presents two or more conflicting moral options, none of which are particularly good choices. Faced with circumstances where no moral imperative overrides another, a choice must still be made; a choice where there isn’t necessarily a right course of action, only varying degrees of wrong. The decision is ultimately a test of individual values, of how someone weighs their values in the decision-making process
Probably the best-known example of an ethical dilemma is the trolley problem, a moral thought exercise credited to philosophers Philippa Foot and Judith Jarvis Thomson. In its basic form, the trolley problem postulates a situation where someone is faced with a choice of saving five people – who are inconveniently tied to a railroad track – from a runaway trolley by triggering a switch that diverts the trolley onto a sidetrack where it will instead kill a single person tied to that track. That binary choice seems simple enough, and research revealed that 90% of study subjects make that decision.
But, adding a variation to the theme – throwing a fat man off an overpass to prevent the problem altogether – produced an opposite result: 90% of study subject would not make that choice, highlighting the difference between a “personal” dilemma (physically pushing someone in front of a trolley) and an “impersonal” dilemma (using a mechanical switch to achieve the same outcome). Other variations produced different results, endless debate, and more than a little criticism. A 2014 study argued that such an extreme scenario was too disconnected from the reality of moral situations we contend with in life.
Until you have to make that choice. Then it’s all too real.
The Ethics of Decision-Making
Decision-making is an everyday part of life. Those decisions affect every aspect of our lives and can carry significant consequences. Whether to exercise each day, decisions about nutrition, even choosing to procrastinate (or not) a particular task. But ethical decisions – especially those that pose difficult moral choices – are usually rare.
For most of us, those decisions are far less consequential than choosing between life and death. They range among choices of truth or loyalty, individual versus community gain, justice or mercy, and short- versus long-term benefit. You’re behind on your rent and you find a wallet on the ground; do you return it or use the money to avoid eviction? Your baseball team is breaking the league rules by stealing opponents’ signals to gain a competitive advantage; do you report it or stay true to the team?
In their 2011 book, Managing Business Ethics, Linda Treviño and Katherine Nelson describe an eight-step process for ethical decision-making that proves invaluable in navigating those less consequential dilemmas. They warn that although it’s a linear process, in practice navigating sticky ethical dilemmas is rarely liner.
1. Gather the facts.
“Do your homework!” In any process where decision-making is the end result, ensuring that the decision is as informed as possible is vital. You may never have all the facts necessary – in practice you rarely do – but enough to make a rational decision.
2. Define the ethical issues.
Identify the problem before solving it. In ethical dilemmas, it’s easy to immediately move to a solution without considering all of the issues involved. Take the time to weigh those issues both individually and collectively.
3. Identify the affected parties.
When weighing a moral decision, it’s imperative to consider the situation from the perspective of everyone involved. That helps to establish the foundation of empathy necessary to make an informed decision where there are no clear right or wrong answers.
4. Identify the consequences.
Ethical decisions are never free of consequences, and those consequences can vary significantly for the various affected parties. How will your decision affect those parties? How long with those effects endure? Are there long-term consequences involved? Do you need to take action to mitigate those consequences?
5. Identify the obligations.
In many cases, there are obligations involved that may influence the decision-making process. While those obligations will likely vary depending on the individuals involved and their roles, those obligations weigh heavily on ethical decision-making and must be considered accordingly.
6. Consider your character and integrity.
Ethical dilemmas are crucibles for values-based leadership. There are few instances when your character and integrity are on display more. In those moments, it’s good to remember the words of former Australian Army Chief Lieutenant General David Morrison: “The standard you walk past is the standard you accept.”
7. Think creatively about potential actions.
“Before making any decision, be sure that you haven’t unnecessarily forced yourself into a corner.” When weighing a choice in the midst of a moral crisis, it’s imperative for you not to settle for anything less than your best decision. It might not seem like the best time to get creative, but you need to.
8. Check your gut.
After you’ve worked through every possible decision, don’t forget to listen to your intuition. Your brain is hardwired for these moments, even subconsciously. Trust your gut. It might be the best decision you make.
