template for creating a personalized Ethics instruction plan

1. Dennis Cooley North Dakota State University Northern Plains Ethics Institute template for creating a personalized Ethics instruction plan

2. What kind of life do you want for yourself? What kind of life do you want for your loved ones? What kind of life do you want for your friends? What kind of life do you want for your community? A FLOURISHING LIFE? Why should we care about ethics?

3. The way people ought to think about ethics is sometimes very different from the way they actually think about ethics. Theory versus the Practical. Problem

4. In order to discuss certain issues, it is beneficial to know how ordinary people make their ethical decisions. Are there any general ideas or principles most people incorporate in their practical moral codes? Need

5. Trolley problems

6. You are the conductor of a trolley. • On the tracks before you, you see 5 kids. • If the trolley stays on the track, then the trolley will hit the 5 kids. • There is a track you can switch to, but 1 kid is on that track. • You will hit the 1 kid if you switch tracks. • You cannot stop the trolley from hitting at least 1 kid. Trolley Problem 1

7. You are standing on a bridge watching a run-away trolley. There are 5 kids who are on the track. They will be hit if the trolley is not stopped. Leaning precariously over the rail next to you is a very fat man. If the fat man is falls in front of the trolley, then it will kill him but save the 5 kids. Trolley problem 2

8. Necessary components: • Justice. • Beneficence and Non-Maleficence • Consequentialism. • Autonomy/respect for the rights of people. James Rachels and Gary Comstock Adequate Moral Theory

9. Questions of meaning come before questions of truth. Principle of Charity In order to discuss ethical issues and find some sort of consensus or compromise, it is vital to know the practical moral codes in play. As long as the result is ethical, it does not matter what rules people use to get there. Figuring it out

10. A step by step procedure for making ethical decisions is a pipe dream. • Ethical decisions are not made the same way each time. • Procedure is often interpreted as a rigid list that must be accomplished in order. • Although the feeling of completing a check list is gratifying, it can lead to some really bad decisions. Problems for each decision procedure.

11. Caveat: • The following can be useful, but does not take the place of common sense ethical reasoning. A Practical decision procedure

12. Use the “questions of meaning come before questions of truth” principle. It might be the issue is too large to address at once. Try breaking it into smaller components. Knowing the issue allows you to find evidence. Step 1: What is the question/issue?

13. Evaluate the evidence. • Is the information legitimate? • For example, is it a study that has too few people, is biased, or has some other defect? • Is it information from a reputable source? • Are there contradictions in the evidence? • Your result might send you back to Step 1 to reframe the issue or question. Step 2: evidence

14. Given the question, RPU, QCI, and the evidence, what are reasonable solutions? Step 3: Think!

15. Now that you have formulated reasonable solutions and know what to look for, do you have to go look for more evidence? Step 4: Reconsider

16. Given the evidence and solutions, what do the relevant moral principles tell you to do? • Which solutions are selected by both RPU and QCI? Step 5: Evaluate

17. After considering Step 5, do you need to find more evidence? (Are you reasonably comfortable that you have done due diligence in collecting evidence?) • If yes, then go back to Step 2. • If no, then go to Step 7. Step 6: Step Back

18. Using your reason, which solution is best supported and why? • Using your emotions or “gut” reaction which solution is best supported and why? • If the answers above are different, then control your emotions with your reason and control your reason with your emotions. • What is the best solution now, and why? Step 7: Make a decision

19. Sometimes, we rationalize our decision rather than make our decision rational. Second Check

20. Crop-hail insurance. • Small farmer – 1,000 acres. • Loyal customer for years. • Has a family, including small children and spouse. • Has to work off the farm to generate enough revenue for the family. • Has the insurance but cannot afford multi-peril crop insurance. Group Work - Case Study

21. Drought hits the area after a good planting season. Small farmer cannot irrigate his 1,000 acres sufficiently. Crop is not in good shape. Not covered for this disaster. Disaster

22. Freak hail storm comes through the area. Farmers in the area suffer great damage to their irrigated crops. Finishes off your small famer’s crop. If the loss is exaggerated a bit, then the small farmer will survive. If the actual loss is given, then the small farmer will have to sell up. Hail!

23. Assume you, individually, are making the decision about how to report the loss. • What would you do next? What Should we do?

24. Elect a spokesperson for your group. Discuss your decision within your group. Come to a consensus judgment on what should be done What Should we do?

25. Each spokesperson reports on what the group thinks is the correct decision. General discussion of what is the right solution, and strengths and weaknesses of it. Discussion

26. Would more information be needed? • What do you need to know? Questions

27. Within your group, re-think your position. Given the new information, make any changes you deem appropriate. Generate a new consensus judgment or defend the old judgment. Re-Evaluate

28. Is there a change? • Why or why not? Discuss

29. The End • Thank you for your participation. • Photos from www.turbophoto.com