RWk5

Please reply to: LA1 1 and 2

1. Part of the problem here that was not necessarily addressed is if soldiers were, to be honest, they endure repercussions. I would agree with your statement of "having the members of the army act as moral agencies" this needs to be enforced at the top as the levels down will follow pursuit especially when they know the greater consequences. When reassurance has been given and everyone is acting and responding in an ethical manner the gaps will close. 

2. Ms. Berry brings up a point I would also like to address, Ms. Canela, but from a slightly different perspective.  The true ethical dilemma of this case is not revealed if we just look at whether or not we tell the truth, is it?  There's more to it, than that. 

There's also a bit more to it than enduring repercussions too, though, isn't there?  Like the question presented in the whistleblowing case (which also had threatened repercussions) there are additional values in conflict that give rise to having to endure those repercussions, aren't there?

I wonder if we can identify what the other "choice" is here, rather than framing it as telling the truth or not telling the truth.  In other words, can we frame it as a choice between T (telling the truth) and X (_X = ?_) rather than as a choice between T and not-T?

Please respond to the 1 thru 4 Use in text citation and reference from material attached.

1. LA1 Leisha Berry

Wow, what a revealing article. Sadly, this is an issue with all branches of the military. My spouse just retired last year from the Air Force and unfortunately, for some of the various examples that were explained in this article. He could no longer accept the deception and lies and being he could not change it, he separated from it. I can see the correlation and to would identify this as rational egoism. Justifications are made for survival, though when truth has been broken down and trust is always a question, all things remain doubtful as described in the article Dishonesty in the Army Profession (Wong, Gerras, 2015, p26). There certainly are gains to be made not just across the Army but all branches of the military and large corporations. Ethics, as we are learning, is tough and can be even tougher and more polluted when faced with unrealistic compliance expectations. The more cases we study the more I am recognizing unethical situations, however, can see how exiting the situation is not easy and in some cases not doable.

2. LA1 Clement Thornton

Based on the article by Dr. Leslie Sekerka “Compliance as a Subtle Precursor to Ethical Corrosion: A Strength-Based Approach as a Way Forward “explains that ethical people will engage in unethical acts for different reasons based on what type of situation that they may find themselves in which may determine how they will act. (Sekerka 2012). Based on one’s work demands expected from superiors, an individual may cut corners on their daily work assignments just this one time to meet a work demand clearly going against what is an ethical decision.

One way of moving forward can be for companies/organizations to create a moral baseline using ethics as an issue of compliance which may help maintain a problem orientated approach. For a company/organization to establish an ethical platform, they should attempt to build a company/organization that can help employees stay ethically healthy by not putting demands on employees which could force employees to make unethical decisions due to fear of retaliation, or termination. Offering on the job ethnics training, top level management taking the ethical high road, along with creating an organizational code of ethics are great way of moving forward (Nguyen 2011).

Ayn Rand’s ethical theory best shows a coloration with this approach based on the likely consequences of making ethical decisions, rather than being focused on simple happiness with making an unethical decision. 

References

Sekerka, L (2012) Compliance as a Subtle Precursor to Ethical Corrosion: A Strength-Based Approach as a Way Forward. Wyoming Law Review. Volume 12, Number 2 Article 1. Retrieved from http://repository.uwyo.edu/cgi/viewcontent.cgi?article=1074&context=wlr

 Nguyen, S (2014)   Creating an Ethical Organizational Culture. Workplace Psychology Retrieved from:https://workplacepsychology.net/2011/02/14/creating-an-ethical-organizational-culture/