DISCUSSION THREAD – ETHICAL DECISION-MAKING 2
Ethical Decision-Making
For every situation, there is a scripture that applies. Simply find the right rule and match
it with the current problem (Hill, 2018). However, this strategy may falter in more complex
situations where individuals lack the time or knowledge to identify the appropriate scripture. Hill
(2018) discusses how one skeptic claims that Christian ethics resemble rigid instructions suitable
for children, implying that a definite answer cannot always be provided for every situation while
another skeptic contends that the use of Scripture is antiquated and irrelevant to modern
businesses in this technological era. Nonetheless, Christian ethics are grounded in emulating
God’s character for personal happiness and fulfillment and the desire to please God.
According to Hill (2018), three characteristics of God significantly influence ethical
decision-making. They are God is Love, God is Just, and God is Holy. These qualities are needed
for sound decision-making but are often absent in the marketplace due to sin and sins. Sin affects
one’s ability to focus properly, leading to a flawed moral character, while sins are the actions
committed by those persons with a flawed moral character. God in His infinite wisdom,
established social institutions such as government, the legal system, family, and businesses to
help deter sin and maintain order and accountability for both Christians and non-Christians.
Additionally, humanity was created in the image of God, preserving their spiritual core.
Rule Book and Principle-Based Approaches
Luo (2023) discussed the perspectives of several legalists regarding the rule book
approach to ethics. These legalists argued that laws are essential for disciplining people, and
through discipline, they regulate morality. While virtues such as kindness, law, rituals, justice,
and music are important, they believed laws are necessary to unify people. This viewpoint is
illustrated in Luke 6: 1-11 (King James Version, 2024), where the religious leaders and Jesus
DISCUSSION THREAD – ETHICAL DECISION-MAKING 3
were in conflict over Sabbath observance. The Pharisees followed the law meticulously to
maintain obedience to God and uphold holiness considering activities like picking food and
healing on the Sabbath to be unlawful work. Jesus, however, emphasized that the law was
created to benefit the people, not act as a burden, asserting the well-being of individuals should
take precedence over rigid legal adherence. This highlights two contrasting ethical systems.
Legalism, where religious leaders strictly adhere to laws, and Biblical principles, which focus on
treating others as one would like to be treated.
According to Matthew 23: 16-22 (King James Version, 2024), Jesus criticized the
religious leaders for their hypocritical practices and misplaced priorities. They focused on the
minutiae of actions rather than the integrity and reverence behind their words. Jesus urged them
to prioritize the intentions, and matters of the heart, and emphasize the more significant aspects
of the law. By focusing on mercy, love, and justice, leaders could inspire genuine obedience to
the law, and fulfilling God’s purposes and not just following the rules.
According to SimanTov-Nachlieli et al. (2020), negotiators' reputations are valuable in
business deals. Their studies demonstrated that negotiators who believed their counterparts as
competitive were more likely to provide inaccurate information and were willing to deceive. The
results indicated that the tendency to engage in deception decreases when negotiators regard their
counterparts as competent rather than incompetent, or as cooperative rather than competitive. An
honest reputation is paramount, and initial reputations are essential, underscoring the
significance of valuing honesty in a negotiator over friendliness or skill.
Legalistic and Principle-Based Ethics in Business Today
In today’s technological business environment, companies balance rule-based principle-
based ethics. Strict compliance with rules alone can lead to a minimalistic approach, missing the
DISCUSSION THREAD – ETHICAL DECISION-MAKING 4
essence of ethical behavior. Viewing ethics as merely a legal checklist overlooks broader ethical
responsibilities. Businesses that prioritize core values such as justice, integrity, and social
responsibility make decisions benefiting stakeholders including the community, customers, and
employees. Ilyas et al. (2023) found a direct correlation between ethical leadership and
employees’ well-being, showing that companies with ethical leadership engaging in corporate
social responsibility (CSR) activities can alleviate social problems, reduce stress, respect human
rights, and promote nondiscriminatory policies. By integrating rule-based and principle-based
ethics, businesses can develop comprehensive ethical strategies that comply with legal standards
while promoting well-being and fairness.
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References
Hill, A. (Alexander D.). (2018). Just business : Christian ethics for the marketplace (Third
edition.). InterVarsity Press.
Ilyas, S., Abid, G. & Ashfaq, F. (2023). Enhancing the perceived organizational support,
perceived ethical-philanthropic CSR and subjective well-being: the role of ethical
leadership. International Journal of Ethics and Systems. 39(4), pp. 713-736.
https://doi.org/10.1108/IJOES-04-2022-0084
King James Version. (2024). Luke 6: 1-11. Bible Gateway.
https://www.biblegateway.com/passage/?search=luke+6%3A1-11&version=KJV.
(Originally printed as Public Domain)
King James Version. (2024). Matthew 23:16-22. Bible Gateway.
https://www.biblegateway.com/passage/?search=matthew+23%3A16-22&version=KJV.
(Originally printed as Public Domain)
Luo, G. (2023). The Ethical Thought of Legalism of “Benefit Over Righteousness”. In:
Traditional Ethics and Contemporary Society of China. Springer, Singapore.
https://doi.org/10.1007/978-981-99-0256-9_7
SimanTov-Nachlieli, I, Har-Vardi, L., & Moran, S. (2020). When negotiators with honest
reputations are less (and More) likely to be deceived. Organizational Behavior and
Human Decision Processes. 157, pp. 68-84. https://doi.org/10.1016/j.obhdp.2019.11.006
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