Values-Based Decision Making Manual: A Toolkit for Moral Decisions Problem-Solving

1. Values-Based Decision Making Manual: A Toolkit for Moral Decisions Problem-Solving William J. Frey ADEM / UPRM

2. Agenda • Introduction: Ethics and SOV Process • Problem-Solving as Design • Tests and Values in the Design Process • Gilbane Gold (Video) • Gilbane Gold Worksheets (in small groups) • Group Debriefing • One last slide…

3. What is Ethics? • The systematic and critical study of moral practices • Business ethics is the systematic and critical study of moral practice in business • Engineering ethics is the systematic and critical study of moral practices in engineering • Research Ethics studies systematically and critically research practices in science • Codes of ethics (corporate and professional) are a good start for identifying the moral practices of a given institution, profession, or community

4. ADEM Statement of Values • Draft of a rule-based code of ethics • Provisions were “decoded” to identify the values they embedded • These were compared with values of other communities • A large list of values was pared into a small list and these were prioritized • Draft profiles were prepared by an ethicist; these were written by a committee of stakeholders • In May 2006, ADEM approved a Statement of Values for students, support staff, faculty, and administration

5. Values • Justice / Fairness • Be impartial, objective and refrain from discrimination or preferential treatment in the administration of rules and policies and in its dealings with students, faculty, staff, administration, and other stakeholders. • Responsibility • Recognize and fulfill its obligations to its constituents by caring for their essential interests, by honoring its commitments, and by balancing and integrating conflicting interests. • Respect • Acknowledge the inherent dignity present in its diverse constituents by recognizing and respecting their fundamental rights. • Trust • Create an environment where each can expect ethically justifiable behavior from all others. • Integrity • Characterized by sincerity, honesty, authenticity, and the pursuit of excellence, this value shall permeate and color all its decisions, actions and expressions.

6. There is an analogy between design problems and ethical problems

7. Specify the problem… • Disagreement on Facts • Disagreement on Concepts • Conflicts • A key value becomes vulnerable • Immediate, Midterm, or Remote Harms

8. Generate as Many Solutions as Possible • Don’t fall into the dilemma trap • Assumption that ethical problems are di-lemmas—force choice between two options, usually pursue profits or “do the right (=ethical) thing” • Brainstorm • Do exercises to unlock creative thought • Set a quota • Suspend criticism until you meet your quota • Refine rather than criticize • Eliminate impractical solutions • Combine solutions (one is part of another; plan A, plan B) • Test solutions globally to trim further into a manageable list

9. Generic Solutions (For every occasion) • Gather more information • NoloContendere • Be diplomatic. Negotiate with the different parties. Look for a “win-win” solution • Oppose. Stand up to authority. Organize opposition. Document and publicize the wrong • Exit (Get a transfer. Look for another job. Live to fight another time) • Organize these as plans A, B, C, etc. Try one first, then the other….

10. Test the Solutions You Have Generated… • What are the harms and benefits likely to occur if you act on your solution? • Is the solution reversible with stakeholders? • Any group or individual with a vital or essential interest at risk • What would I become if I were to carry out the action? • Associate the values of the action with the agent • Apply Justice to the results of the harm/benefit test • Is the distribution of harms and benefits just? • Apply Respect to the reversibility test • Does the solution treat stakeholders with respect even if they don’t like it?

11. Harm / Benefits • What are the likely harms and benefits that will follow from the action under consideration? • What is their magnitude and range? How are they distributed? • Which alternative produces the most benefits coupled with the least harms? • Avoid too much and too little

12. Reversibility • Does the action still look good when viewed from the standpoint of key stakeholders? • Agent projects into standpoint of those targeted by the action and views it through their eyes • Avoid too much and too little

13. Values Test • What are the values embedded in the action you are considering? • Is it responsible or irresponsible? Just or unfair? Respectful or disrespectful? • Would you want to be publically associated with this action given the values it embodies? • People would view you as responsible, just, or respectful; irresponsible, unjust (biased?), disrespectful

14. Feasibility Test—Will it Work? • Restate your global feasibility analysis • Are there resource constraints? • Are these fixed or negotiable? • Are there technical or manufacturing constraints? • Are these fixed or negotiable? • Are there interest constraints? • Are these fixed or negotiable?

15. What if you can’t realize your ethical solution? • Try out what Westin calls the “intermediate impossible” (Practical Companion, 38) • Take your ethically, financially, technically ideal solution • Test its feasibility. If it is lacking… • Modify it as little as possible until it becomes feasible. Then implement the “intermediate impossible.”

16. Some Readings • Anthony Weston. (2002). A Practical Companion to Ethics: Second Edition. Oxford, UK: Oxford University Press. • Weston has several excellent suggestions for brainstorming solutions to ethical problems. He also discusses how to avoid the dilemma trap. • Good Computing. (Book under development through Jones and Bartlett) (Huff, Frey, Cruz) • The manuscript describes the four-stage software development cycle that is used as a model here for problem-solving. • Carolyn Whitbeck. (1998). Ethics in engineering practice and research. Cambridge, UK: Cambridge University Press. • Whitbeck provides an illuminating discussion of the analogy between ethics and design problems.

17. Gilbane Gold What would you do if you were David Jackson?

18. Worksheets • Work through the exercises • Be prepared to debrief on one • Practice your problem-solving tools • What are the muddy points?

19. Thank-you William Frey ADEM Williamjoseph.frey@upr.edu