Introduction to Leadership and Ethics Naval Science 402 Colonel Clemmer and Commander Root

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Leadership and Ethics
Naval Science 407 Captain Ron Kennedy
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Class Agenda

• Introductions
• Course Policy
• Expectations
• Grading
• Textbooks
• Participation
• Intro to Ethics
• Presentations
• Possible Changes

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Course Admin

• Food / Drink
• Cell Phones / Texting
• Attendance
• Punctuality
• No Sleeping
• Readings
• Textbooks
• Handouts
• Current Topics

Leadership
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Leadership and Ethics

• Class sessions
• Will be conducted in a seminar format
• Before entering the classroom
• Do the required reading
• Complete any assignments
• Be capable of facilitating and contributing to
  class sessions

In return, I will try and keep it interesting
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Leadership and Ethics

• Late Work
• Assignments must be turned in on time
• Late work will be (at least) a grade lower
• Will consider extensions if requested in advance

• Missing Work
• All work must be completedeven if it is late.
• If you have not completed all the requirements
  of the course by the last day of class
• a grade of F will be awarded for the
  assignment
• could earn an F for the course

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Leadership and Ethics
Plagiarism or cheating will result in a Grade
of F/DISENROLLMENT for the course and can be
cause for dismissal from the NROTC program.
Cheating???...in an Ethics Class???
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Leadership and Ethics
Grading Policy Mid Term Exam 20 Term
Paper 20 Class Participation 20 Student
Presentation 10 Book Report 10 Final
Exam 20 Total 100
College level effort, for college credit, for a
college course
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Term Paper

• Topic relating to leadership and ethics/course
  themes
• 8 -10 pages
• Topic and Abstract due NLT 4 Feb
• Paper due 8 April
• Format/Style IAW APA Manual

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Term Paper Writing Rubric
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Extra Instructionor just plain help

• I get paid to assist you
• Stop by my office at any time...
• however,
• Best to make an appointment
• kennedyr_at_unm.edu
• Office 505-277-4610
• Cell 760-224-7328

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Book Issue
Not Issued! For Marine and Naval Officers Worth
adding to your library
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Fleet Standards

• Treat you like a Junior Officer in the wardroom
  or battalion
• Give your best to each assignment
• Writing and speaking are critical skills for a
  Junior Officer
• Successful and effective officers dont do just
  good enough to get by

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Course Themes
Leadership
Ethical Decision Making
Professional Development
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Course Themes

• As a military officer, what is the (distinct)
  source
• your moral obligation?
• Your Oath? What does it mean to Support and
  defend the constitution?
• What is our obligation to speak the truth?
• What do we do with an immoral or illegal order?
• What is the (moral) signal you are sending your
  troops?
•  
• How do you deal with your moral conscience if
  ordered to do something that may go against your
  morals?
• You need to use some sound moral reasoning.
• Is following orders enough of a justification?
• When is it justified to go to war?
• How do we deal with modern warfare?
• How do you ethically conduct yourself in War?
• What is our responsibility to protect
  non-combatants?
• Who can we target?
• What is the fair way to treat people?

• What is the right thing to do?
• How do we decide?
• What are the moral theories and moral
  considerations?
•  
• Why do we do the right thing?
• Consequences? Punishment? Rewards? Peer
  pressure? Because it is our duty?
• Just because its right? Character? Moral
  courage?
• Why is it (usually) harder to do the right thing?
•  
• What are our Rights in the Military?
• From where do we get our rights?
• Do we give up or suspend rights to be in the
  military?
• How do we develop Character?
•  
• How does loyalty effect your moral decisions?
• Peer loyalty, loyalty to superiors and your men
  and women? 
• Loyalty above all, except for honor?
•  
• As a person, what is the source of your moral
  obligation?

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Leadership and Ethics Objectives

• Challenge our ideas about ethics and leadership
• Teach you
• the moral considerations you must consider and
• fundamental leadership concepts
• Give you
• Variety of moral issues to consider
• Some leadership tools to use
• Opportunities to apply them

Desired Effect Help you continue to develop an
effective and moral leadership capability and
style.
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More succinctly

• Be familiar with the fundamental ethical
  principles to help you make better decisions as a
  leader
• Be capable of sound, timely, ethical decision
  making

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Who is right?
If free, educated, rational people can be so
fundamentally opposed
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...Because its not always black and white
And its not always easy!
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Everyone is Vulnerable...Federal Daily -
December 27, 2004
High Rate of Fired Navy Commanding
Officers Despite an increase in the number of
Navy commanding officers (COs) removed from
command for personal behavior issues in 2003 and
the first half of 2004, a Naval Inspector General
(IG) study released Dec. 22 found no systemic
reason for the removals, the Navy reported.
More than 70 COs were relieved from command
from January 1999 to June 2004. The study was
mandated after the number of COs "detached for
cause" more than doubled in 2003 with 26 cases.
Prior to that year, the average number of
relieved COs in 2001 and 2002 was 12. The
increase continued in the first half of 2004,
with 12 cases occurring. The IG report found
that personal behavior was the category that
experienced the most substantial increase in
early reliefs. In 2003-2004, it accounted for 50
percent of all cases, with 31 percent of those
involving alcohol.
Ethics a bigger factor than incompetence
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(No Transcript)
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Ouch!
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Consequences of Bad Ethics
10,000 of these
cant make up for 1 of these!
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The Moral Theories Kantianism


Utilitarianism



Natural Law


Divine Command


Relativism
Is it LEGAL?
How do you decide?
NO
YES
DO YOU DO IT? HOW DO YOU DECIDE?
How do you decide?
Is it Moral ?
DONT DO IT
DO IT
JAIL MAI LAI
DO YOU DO IT ANYWAY?
No
The Character Question
NO YES
Moral Reasoning (an example)
Submitted by Capt Rick Rubel
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WHY DO WE DO THE RIGHT THING ?
Kantian
Muslim
Buddhist
Stoicism
Sin
OUR MORAL THEORY
OUR RELIGION
Aristotle

ABRAHAM
Work On Sabbath
KILL ANOTHER PERSON
Christian
Close The Hatch on the
sailor
Utilitarian
Collateral Injury of Civilians
Collateral Damage

Approve Abortion
Shoot the Prisoner
Constitution Oath
OUR MISSION
Follow orders
FIRING SEQUENCE
Hit the target
Submitted by Capt Rick Rubel
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Questions?
Questions?
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Frame work for Ethical Decision-Making

• 1. Identify the problem.
• Be alert be sensitive to morally charged
  situations.
• Gather information and don't jump to conclusions.
• State the case briefly with as many of the
  relevant facts and circumstances as you can
  gather with the decision time available.

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Frame work for Ethical Decision-Making

• 2. Specify feasible alternatives.
• State the live options at each stage of
  decision-making for each decision-maker.
• You then should ask what are the likely
  consequences of various decisions.
• You should remember to take into account good or
  bad consequences not just for yourself, your
  squad or company, but for all affected persons.

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Frame work for Ethical Decision-Making

• 3. Use your ethical resources to identify
  morally significant factors in each alternative.
• Principles
• Respect for autonomy
• Dont harm
• Do good
• Be fair
• Moral models
• Use ethically informed sources
• Context
• Personal judgments

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Frame work for Ethical Decision-Making

• 4. Propose and test possible resolutions.
• Perform a sensitivity analysis.
• Impact on others ethical performance?
• Would a good person do this?
• What if everyone in these circumstances did
  this?
• Does it seem right? Are you still satisfied with
  your choice?

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Frame work for Ethical Decision-Making

• 5. Make your Choice.
• Live with it.
• Learn from it. This means accepting
  responsibility for your choice. It also means
  accepting the possibility that you might be wrong
  or that you will make a less than optimal
  decision. The object is to make a good choice
  with the information available, not to make a
  perfect choice. Learn from your failures and
  success.

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Bottom Line

• During your time in NROTC, and undoubtedly
  before your life as a Midshipman, OC or MECEP,
  you have experienced many styles of leadership
  and you have had first-hand experience practicing
  leadership with your peers and juniors.
• Are you ready to lead Sailors and Marines into
  combat?