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Overview of Engineering Ethics in the United States

Overview of Engineering Ethics in the United States. Dr. Elizabeth Hoppe Lewis University June 2009. Overview of Ethics. Deontology (ethics based on duty or obligation) Immanuel Kant (1724-1804) Focus on the intentions behind our actions Ethics as universal Happiness is irrelevant

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Overview of Engineering Ethics in the United States

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  1. Overview of Engineering Ethicsin the United States Dr. Elizabeth Hoppe Lewis University June 2009

  2. Overview of Ethics • Deontology (ethics based on duty or obligation) • Immanuel Kant (1724-1804) • Focus on the intentions behind our actions • Ethics as universal • Happiness is irrelevant • Utilitarianism (ethics based on happiness) • John Stuart Mill (1806-1873) • Focus on the consequences • Similar to Cost/Benefit Analysis in Economics

  3. Limitations of Ethical Theories • Deontology • No focus on consequences, only intentions • No focus on human emotion • The theory only works if all people agree • Why some may be excluded • Utilitarianism • No focus on intentions • Devaluing human life • The majority rules so the minority loses

  4. Ethics in the United States • Applied Ethics (application of ethical theories) • Why applied ethics is important • Requirement in many fields (business, medicine, engineering) • Teaching students the importance of ethics in the workplace • The importance of case studies

  5. Overview of Engineering Ethics • Professional Standards • Why it developed (Challenger, Exxon) • Implications of one’s actions at work • Code of Conduct (taken from ASCE – American Society of Civil Engineers) • Engineers shall hold paramount the safety, health and welfare of the public and shall strive to comply with the principles of sustainable development in the performance of their professional duties. • Engineers shall act in such a manner as to uphold and enhance the honor, integrity, and dignity of the engineering profession and shall act with zero-tolerance for bribery, fraud, and corruption.

  6. Problems in the Workplace • Public Safety and Welfare put at risk • Conflicts with management • Pressure put on engineers to complete a task • Whistleblowing and its risks • When to blow the whistle • Why it can be unethical • Reasons why ethics in practice can be difficult

  7. Case Study 1: The Ford Pinto Case • Background to the Problem with the Ford Pinto • The Ford Pinto was first built in 1971 • Gas tank housing was not changed until 1977 • Likelihood of Gas Tank Explosions • Ability to Fix the Problem • It could have been fixed with a $6.65 (US dollar) part • Why the Problem was not fixed • Ford decided against the recall in order to increase profits • Why this case is so famous in Business and Engineering Ethics

  8. Ford Motor Co. Criminal Case • Three girls were killed in an accident in Indiana in 1978 • State of Indiana tried Ford Motor Company for three counts of reckless homicide • First time in recent history that a corporation was on trial for this type of offense • Ford spent $1,000,000 US Dollars for their defense • Prosecution needed to show that Ford was reckless • Ford found not guilty

  9. Problem of Utilitarianism • Ford’s Cost/Benefit Analysis Approach • Putting a Price on Human Life • Problem of consequences

  10. Case Study 2: The Challenger Disaster • Engineers noticed a prior problem with O-Rings • Flight 51-C on January 24, 1985 – unusually cold day • Primary O-ring seals on two joints had been compromised • Hot gas blow-by eroded part of the ring • No backup for failed O-Rings • Task force was developed in August of 1985 • No decision was made prior to the Challenger accident

  11. Cause of the Disaster • O-Ring seal failure in Solid Rocket Booster (SRB) allowed hot gas blow-by • Made contact with the external tank and caused structural failure • Aerodynamic forces broke up the orbiter

  12. The Night Before Launch • Engineers at Morton-Thiokol tried to stop the launch (Roger Boisjoly) • Management was unhappy with the no launch recommendation • How management made the decision • Only management voted • One of the managers was told to “take off his engineering hat and put on his management hat” • Problem of “Group Think”

  13. The Ethical Issues • The Rogers Commission (Chairman William Rogers) • Appointed by the President • NASA’s decision-making process was a key contributing factor • NASA managers knew about the problem with O-Rings since 1977 but failed to address it properly • Problem with Rogers Commission Findings • People were not blamed • The work atmosphere • Lack of Communication • The report takes away individual responsibility

  14. Lessons for Engineers • Conflicts between managers and engineers do arise in business • Question of when to blow the whistle • Loyalty • Doing the right thing • Ethical Theory vs. Practice • Knowing what is right vs. Pressure to do wrong • How to reconcile the two issues

  15. Reference • Tom L. Beauchamp and Norman E. Bowie, editors. Ethical Theory and Business, 4th Edition. Englewood Cliffs, NJ: Prentice Hall, 1993.

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