Select One: Moral Philosophy, Teleology, Deontology, 152321

Select One 1 Moral Philosophy Teleology Deontology Relativist Per

Select one (1) moral philosophy (teleology, deontology, relativist perspective, virtue ethics, or justice) that has influenced the outcome of an ethical dilemma that you have witnessed. Provide one (1) example of the way in which this moral philosophy influenced the outcome of an ethical dilemma in a past or present organization. Note: Please do not identify workplaces or leaders by name. Examine Kohlberg’s stages of moral development. Determine the stage of Kohlberg’s moral development that your current, or past, organization and coworkers are in. Provide one (1) example of your current, or past, organization and coworkers that illustrates the stage of Kohlberg’s moral development. Note: Please do not identify workplaces or leaders by name.

Paper For Above instruction

Introduction

The intersection of moral philosophy and moral development provides a framework to understand ethical decision-making within organizations. The choice of a specific moral philosophy—such as deontology, teleology, relativist perspective, virtue ethics, or justice—can significantly influence how ethical dilemmas are resolved in organizational settings. Simultaneously, Kohlberg’s stages of moral development offer insights into the moral reasoning levels prevalent among organizational members. This paper explores one moral philosophy, deontology, and how it affected decision-making in a corporate setting, alongside an analysis of the moral development stage of the organization’s members based on Kohlberg’s framework.

Deontology and Ethical Dilemmas in Organizations

Deontology, rooted in the works of Immanuel Kant, emphasizes the intrinsic worth of actions determined by adherence to moral duties and rules, rather than consequences (Kant, 1785/1993). In organizational contexts, deontology guides employees and leaders to prioritize ethical principles such as honesty, fairness, and respect, even when these principles conflict with organizational goals or personal interests.

An illustrative example of deontological influence can be observed in a manufacturing firm that faced an ethical dilemma regarding product safety. The organization discovered a minor defect in a product line that could potentially harm consumers. Despite the financial implications of recalling the products, the organization’s leadership adhered to the deontological principle of duty—specifically the duty to ensure consumer safety and honesty. They chose to recall the defective products voluntarily, prioritizing moral obligations over profits. This decision was rooted in the Kantian notion that organizations must act according to universal moral principles, treating consumers as ends rather than means (Berlin, 2013).

This example highlights how deontology can shape organizational decisions by emphasizing moral duty and adherence to rules that promote trust, integrity, and responsibility. The organization’s commitment to deontological ethics reinforced a culture of honesty and accountability, which ultimately enhanced its reputation and consumer trust, despite short-term financial setbacks (Crane & Matten, 2016).

Kohlberg’s Moral Development and Organizational Members

Kohlberg’s theory of moral development delineates six stages, grouped into three levels: pre-conventional, conventional, and post-conventional (Kohlberg, 1969). Most organizations typically exhibit members operating within the conventional level, which emphasizes conformity, law, and social approval.

In my previous organization, the majority of coworkers demonstrated characteristics of Stage 3—"Good Interpersonal Relationships." Members valued maintaining harmonious relationships and being viewed as agreeable and responsible team players. An example illustrating this stage was a team member who, upon discovering a procedural error that could delay a project, chose to quietly rectify it without escalating the issue, fearing that raising the problem might reflect poorly on their professionalism. Their behavior was motivated by a desire to be seen as cooperative and committed to the team’s success, consistent with Stage 3 reasoning (Gilligan, 1982).

This stage reflects a moral orientation where organizational members prioritize social approval and interpersonal harmony, often leading to behavior that aims to uphold group cohesion rather than question authority or organizational rules. Understanding this stage helps elucidate the motivations behind employees' actions and informs strategies to foster moral growth and ethical decision-making within organizations (Rest, 1986).

Conclusion

In conclusion, deontology profoundly influences organizational ethical decision-making by emphasizing adherence to moral duties and principles, as exemplified by a safety-first approach to product recalls. Simultaneously, analyzing the moral development stage of organizational members through Kohlberg’s framework reveals predominant tendencies toward conventional morality, emphasizing social harmony and conformity. Recognizing these moral influences and development levels can guide organizational leaders in fostering ethical culture and supporting moral growth among employees.

References

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