Leadership and Ethics - PowerPoint PPT Presentation

Loading...

PPT – Leadership and Ethics PowerPoint presentation | free to download - id: 3e0083-MzBhZ



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Leadership and Ethics

Description:

Leadership and Ethics Lesson # 2 We haven t taught you any real answers, we have only taught the skills you need better to seek your own answers. – PowerPoint PPT presentation

Number of Views:179
Avg rating:3.0/5.0
Slides: 31
Provided by: unmEdunr4
Learn more at: http://www.unm.edu
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Leadership and Ethics


1
Leadership and Ethics
  • Lesson 2
  • We havent taught you any real answers, we have
    only taught the skills you need better to seek
    your own answers.
  • Admiral James D. Watkins

2
Leadership and Ethics A Leader is
  • A person that leads
  • A person who directs a military force
  • A person who has commanding authority or
    influence

3
Leadership and Ethics
  • Father of our Navy said a leader should be...
  • the soul of tact, patience, justice, firmness,
    and charity.
  • No meritorious act of a subordinate should
    escape his attention or be left to pass without
    its reward, even if the reward is only a word of
    approval.

4
Leadership and Ethics
  • He should not be blind to a single fault in any
    subordinate, though, at the same time, he should
    be quick and unfailing to distinguish error from
    malice, thoughtlessness from incompetence, and
    well-meant shortcoming from incompetency, and
    well-meant shortcoming from heedless or stupid
    blunder.
  • Father of our Navy John Paul Jones

5
Leadership and Ethics Moral means what is
right
  • You cannot live in two different worlds, but
    rather must meet the same standards in both your
    personal and your professional life, for without
    a high sense of moral responsibility you may have
    achieved by your personal example in other
    areas.
  • Admiral de Cazanove

6
Leadership and Ethics
  • Power can be delegated but responsibility
    cannot.
  • Admiral Nakamura
  • An officer must consistently do the right thing,
    even if this is not always easy.
  • Moral responsibility and ethics can be viewed as
    a pyramid.
  • Admiral de Cazanove

7
Leadership and Ethics Legal Moral Ethics
  • What separates the moral person from the rest is
    that the moral person makes those decisions based
    on his or her conscience.
  • Admiral Watkins
  • People may not agree on what is precisely meant
    by good and evil
  • Laws are made to guide us

8
Leadership and Ethics Legal Moral Ethics
  • We cannot live our lives as naval officers and be
    pacifists in the strict definition of the word.
  • Pope Paul the sixth
  • As long as man remains the weak, changeable and
    even wicked being he often show himself to be,
    defensive armaments will, alas, be necessary.

9
Leadership and Ethics Legal Moral Ethics
  • Roman Catholic Vatican II Council observed
  • All those who enter the military service in
    loyalty to their country should look upon
    themselves as custodians of the security and
    freedom of their fellow countrymen and when they
    carry out their duty properly, they are
    contributing to the maintenance of peace.

10
Leadership and Ethics Moral Reasoning
  • Every human being engages in moral reasoning.
  • Consequences for actions
  • Basis of felt obligations
  • Promises
  • Oaths
  • Everyday morality is not systematic
  • What do we value?
  • Why do we value it?

11
Leadership and Ethics Moral Theories
  • Attempts to more fully articulate our everyday
    moral thinking.
  • Moral Theories are somewhat abstract
  • Evaluate our current moral beliefs
  • Consistence in our beliefs
  • Provides guidance for complex issues
  • Complex decisions
  • Value conflicts

12
Leadership and Ethics Moral Philosophers
  • Traditionally they have three main categories
  • Agents (persons) What makes a person
    vicious or virtuous?
  • Actions Which actions are right, which
    wrong?
  • Consequences which consequences are good,
    which bad?

13
Leadership and Ethics The Ring of Gyges
  • Lets consider the story The Ring of Gyges.
  • Do you think that all people would act in the
    same way if given the ring?

14
Leadership and Ethics The Ring of Gyges
  • Why be Moral at all?
  • If we can lie and steal with impunity then why be
    moral?
  • If our deeds sometimes go unrewarded or even
    unrecognized, then why be moral?

15
Leadership and Ethics Trying Out Ones New Sword
  • Moral isolationism
  • Strange cultures
  • separate societies
  • sealed units
  • 1. Does the isolating barrier between cultures
    block praise as well as blame?
  • 2. What is involved in judging?

16
Leadership and Ethics Culture Relativism
  • Many people in contemporary society are inclined
    toward relativism - roughly, the view that there
    is no objective truth in morality, right and
    wrong are only matters of opinion that vary from
    culture to culture, and possibly, from person to
    person.

17
Leadership and Ethics Culture Relativism
  • Descriptive relativism claims that members of
    different cultures have different moral beliefs.
  • Normative relativism claims that the truth of
    moral beliefs depends upon particular cultures,
    such that the belief that cannibalism is right
    can be true for culture A but false for culture B.

18
Leadership and Ethics Culture Relativism
  • Normative relativism has some rather undesirable
    implications
  • it prohibits us from ever morally condemning
    another cultures values and practices
  • it suggests that we need look no further that our
    own culture for moral guidance
  • it renders the notions of moral progress and
    moral reform incoherent.

19
Leadership and Ethics Culture Relativism
  • 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.

20
Leadership and Ethics Culture Relativism
  • 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.

21
Leadership and Ethics Culture Relativism
  • 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

22
Leadership and Ethics Culture Relativism
  • 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?

23
Leadership and Ethics Culture Relativism
  • 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.

24
Leadership and Ethics Your Moral Values
  • 1. What are our own deepest moral values?
  • 1a. What qualities do you look for in others
  • people as well as in yourself?
  • 1b. Are these values you think everyone shares,
    or are some of your values ones that you feel
    are not always observed by our culture as a
    whole?
  • 1c. How have your values changed, if at all?
  • 1d. What influenced their development?

25
Leadership and Ethics
  • 2a. Why do you think people are moral ?
  • 2b. Is it because they fear punishment or
    ostracism?
  • 2c. Is it because they believe that they should
    always do the right thing just because it is the
    right thing?
  • 2d. Is it because they believe they are
    following higher orders?

26
Leadership and Ethics Issues
  • 3a. What is the moral issue that you are most
    undecided about?
  • 3b. Describe the pros and cons in regard to
    this issue.
  • 3c. How do you go about arriving a decision when
    it is unavoidable?

27
Leadership and Ethics Ethical Problems
  • 4a. Is telling the truth more important than
    avoiding harm to others?
  • 4b. Why or why not?

28
Leadership and Ethics Ethical Problems
  • 5a. Suppose you cold save one thousand people
    from certain death by killing a single innocent
    person.
  • 5b. Would that be permissible?
  • 5c. Why or why not?

29
Leadership and Ethics Ethical Problems
  • 6a. Imagine that 5 of our shipmates are ill and
    you own all of the drugs they need to be well.
    Are you obliged to give them the medicine?
  • 6b. What if you only had enough to cure two of
    them?
  • 6c. How would you decide what to do?

30
Leadership and Ethics Constitutional Ethics
  • Reading assignment
  • Chapter two Constitutional Ethics
  • Cases
  • General Longstreet and the Constitutional
    Paradigm by Cdr. Larry Galvin
  • The First Principle by Dr. Aine Donovan
  • A general salutes by quitting by Richard Newman
About PowerShow.com