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Reasons and rationalizations

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Dusya Vera

This document discusses common rationalizations used to justify ethically questionable behavior and strategies for addressing them. It identifies the most common rationalizations as expected or standard practice, issues of materiality, locus of responsibility, and locus of loyalty. It also discusses addressing false dichotomies and using levers like long-term thinking and consideration of wider purposes to have persuasive responses. Examples of approaches discussed are using dialogue, persuasion, and problem-solving stances rather than adversarial approaches.

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Ah…so many reasons & rationalizations Anticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments. These rationalizations are predictable and vulnerable to reasoned response.
A reminder: in preparing to voice your values, some questions to ask: --What is the action/ decision we are promoting? --What’s at stake for the key parties? For us? --What are the main arguments against this course of action? What are the reasons & rationalizations we will need to address? --What are our most powerful & persuasive responses to these reasons/ rationalizations? To whom should the argument be made? When? In what context?
The Most Common Arguments • Expected or Standard Practice: “Everyone does this, so it’s really standard practice. It’s even expected.” • Materiality: “The impact of this action is not material. It doesn’t really hurt anyone.” • Locus of Responsibility: “This is not my responsibility; I’m just following orders here.” • Locus of Loyalty: “I know this isn’t quite fair to the customer but I don’t want to hurt my reports/ team/ boss/ company.”
False Dichotomies • Truth versus Loyalty • Individual versus Community • Short term versus Long term • Justice versus Mercy Source: Rushworth Kidder, Moral Courage. New York: William Morrow, 2005, p89.
Levers for response • Recognize false dichotomies • Think long run + short run • Consider the group and firm’s wider purpose • Question assumed definition of “competitive advantage” • Be agents of “continuous improvement” & alternatives vs. sources of complaints or “thou shalt not’s” • Watch out for addictive cycles • Know limitations of the game metaphor in business • Identify costs to each affected party & how to mitigate/ reduce • Target audience = pragmatists. Help them do the right thing. • Be able to counter commonly held assumptions of unethical behavior
Examples of Approaches • A Learning Stance: “Help me to understand how you thinking about this…” • Dialogue: “Can we keep this decision open for a while longer, so that we can consider other perspectives?” • Persuasion: “I have done a lot of thinking about this situation and I have concluded… I would really appreciate the opportunity to share my perspective with you” • Adversarial: “I have done a lot of thinking about this situation and I have concluded…I am sorry if you disagree but I cannot pursue this course of action” • One-size-fits-all versus tailored arguments: “It’s not honest” versus “Our firm’s reputation for honesty is its greatest asset. Remember how our customers stood by us when we discovered that data-theft last year? That was because they believed we would never deceive them about their risks” • Problem-solving: “I see what’s at stake here and why you are suggesting this course of action, but I am confident we can find another solution if we bring all our talents to bear here.” • Other approaches?

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Reasons and rationalizations

  • 1. Ah…so many reasons & rationalizations Anticipate the typical rationalizations given for ethically questionable behavior and identify counterarguments. These rationalizations are predictable and vulnerable to reasoned response.
  • 2. A reminder: in preparing to voice your values, some questions to ask: --What is the action/ decision we are promoting? --What’s at stake for the key parties? For us? --What are the main arguments against this course of action? What are the reasons & rationalizations we will need to address? --What are our most powerful & persuasive responses to these reasons/ rationalizations? To whom should the argument be made? When? In what context?
  • 3. The Most Common Arguments • Expected or Standard Practice: “Everyone does this, so it’s really standard practice. It’s even expected.” • Materiality: “The impact of this action is not material. It doesn’t really hurt anyone.” • Locus of Responsibility: “This is not my responsibility; I’m just following orders here.” • Locus of Loyalty: “I know this isn’t quite fair to the customer but I don’t want to hurt my reports/ team/ boss/ company.”
  • 4. False Dichotomies • Truth versus Loyalty • Individual versus Community • Short term versus Long term • Justice versus Mercy Source: Rushworth Kidder, Moral Courage. New York: William Morrow, 2005, p89.
  • 5. Levers for response • Recognize false dichotomies • Think long run + short run • Consider the group and firm’s wider purpose • Question assumed definition of “competitive advantage” • Be agents of “continuous improvement” & alternatives vs. sources of complaints or “thou shalt not’s” • Watch out for addictive cycles • Know limitations of the game metaphor in business • Identify costs to each affected party & how to mitigate/ reduce • Target audience = pragmatists. Help them do the right thing. • Be able to counter commonly held assumptions of unethical behavior
  • 6. Examples of Approaches • A Learning Stance: “Help me to understand how you thinking about this…” • Dialogue: “Can we keep this decision open for a while longer, so that we can consider other perspectives?” • Persuasion: “I have done a lot of thinking about this situation and I have concluded… I would really appreciate the opportunity to share my perspective with you” • Adversarial: “I have done a lot of thinking about this situation and I have concluded…I am sorry if you disagree but I cannot pursue this course of action” • One-size-fits-all versus tailored arguments: “It’s not honest” versus “Our firm’s reputation for honesty is its greatest asset. Remember how our customers stood by us when we discovered that data-theft last year? That was because they believed we would never deceive them about their risks” • Problem-solving: “I see what’s at stake here and why you are suggesting this course of action, but I am confident we can find another solution if we bring all our talents to bear here.” • Other approaches?