Ethics Explainer: The Harm Principle

The harm principle says people should be free to act however they wish unless their actions cause harm to somebody else.

The principle is a central tenet of the political philosophy known as liberalism and was first proposed by English philosopher John Stuart Mill.

The harm principle is not designed to guide the actions of individuals but to restrict the scope of criminal law and government restrictions of personal liberty.

For Mill – and the many politicians, philosophers and legal theorists who have agreed with him – social disapproval or dislike (“mere offence”) for a person’s actions isn’t enough to justify intervention by government unless they actually harm or pose a significant threat to someone.

The phrase “Your freedom to swing your fist ends where my nose begins” captures the general sentiment of the principle, which is why it’s usually linked to the idea of “negative rights”. These are demands someone not do something to you. For example, we have a negative right to not be assaulted.

On the other hand, “positive rights” demand that others do certain things for us, like provide healthcare or treat us with basic respect. For this reason, the principle is often used in political debates to discuss the limitations of state power.

There’s no issue with actions that are harmful to the individual themselves. If you want to smoke, drink, or use drugs to excess, you should be free to do so. But if you get behind the wheel of a car while under the influence, pass second-hand smoke onto other people, or become violent on certain drugs, then there’s good reason for the government to get involved.

Attempting to define harm

The sticking point comes in trying to define what counts as harmful. Although it might seem obvious, it’s actually not that easy. For example, if you benefit by winning a promotion at work while other applicants lose out, does this count as being harmful to them?

Mill would argue no. He defines harms as wrongful setbacks to interests to which people have rights. He would argue you wouldn’t be harming anyone by winning a promotion because although their interests are set back, no particular person has a right to a promotion. If it’s earned on merit, then it’s fair. “May the best person win”, so to say.

A more difficult category concerns harmful speech. For Mill, you do not have the right to incite violence – this is obviously harmful as it physically hurts and injures. However, he says you do have the right to offend other people – having your feelings hurt doesn’t count as harm.

Recent debates have questioned this and claim that certain kinds of speech can be as damaging psychologically as a physical attack – either because they’re personally insulting or because they entrench established power dynamics and oppress minorities.

Importantly, Mill believed the harm principle only applied to people who are able to exercise their freedom responsibly. For instance, paternalism over children was acceptable since children are not fully capable of responsibly exercising freedom, but paternalism over fully autonomous adults was not.

Unfortunately, he also thought these measures were appropriate to use against “barbarians”, by which he meant non-Europeans in British colonies like India.

This highlights an important point about the harm principle: the basis for determining who is worthy or capable of exercising their freedom can be subject to personal, cultural or political bias. When making decisions about rights and responsibilities, we should be ever careful about the potential biases that inform who or what we apply them to.


Workplace Ethical Frameworks

Workplace ethics frameworks

A placard used to hang in the office of Milton Hershey, founder of the revolutionary chocolate company carrying a simple motto: “Business is a matter of human service”.

Hershey shaped his organisation around a progressive, generous employment model. In a time when corporate leaders were seen as villains and Theodore Roosevelt won the White House election on the promise of breaking up monopolies and regulating business more firmly, Hershey’s was seen by many as a model of responsible, prosocial business.

At the same time, Cadbury in the UK were making similar moves. Each company built a fully-serviced town for their employees, offered children an education, taking responsibility for supply chains, and gave the public tours of the facilities.

In Connect: How Companies Succeed by Engaging Radically with Society, John Browne suggests the companies “identified the potency of a corporate vision delivered through employees” – a message which is “as true today as it was in 1900”. Who said chocolate wasn’t good for us?

Today, we’d recognise elements of their activity – firm social purpose and activity driven by value rather than profit – as elements of an ethics framework, a central, defining expression of what a company believes in and seeks to uphold.

Ethics frameworks consist of three things: a purpose statement, values and principles.

They aren’t documents to be filed away or popped in a corner of the company website, never to be read. Writing a document about who we are and what we stand for means nothing unless those statements are lived and breathed in the company operation.

Like the confectioners of the early 20th century, the very best companies bring cohesion to their business decisions by showing staff the meaning of their values, purpose and principles. They work with them to show how these core ideals guide everyday business decision making.

Purpose statements can be long or short. They usually don’t focus on products or services but how, as Hershey recognised, your company is satisfying a community need.

Values and principles enable employees to distinguish between good and bad decisions. They help to frame business activity to ensure it stays true to its purpose and contract with society.

Together these form your ethics framework: the bedrock or ‘DNA’ of your organisation. A good framework will be:

  • Practical – able to be applied in practice and with consistency.
  • Authentic – it will ‘ring true’.
  • Stable – will not change much (in its essence) over the long term.
  • Understandable – by all of those required to apply it in practice.

Having an ethics framework isn’t designed to maximise profits. It’s designed to protect and improve the relationship between business and society – but it does often benefit the business as a commercial enterprise as well. By motivating employees and demonstrating the value and purpose of the business to them, they serve as ambassadors for your organisation.

What’s more, trusted organisations are more likely to survive the instances when they fall foul of public opinion. In 1909, Cadbury – until then widely respected – were accused of being involved in slave labour in Portugal. Despite the public outcry, Cadbury were able to survive the incident and restore their reputation because of the goodwill they’d earned through authentically living their ethics framework.

Although purpose statements, corporate values and organisational principles aren’t a guarantee of perfect ethical conduct, they are a crucial ingredient in building a culture in which bad behaviour is discouraged and dis-incentivised – and a flag of goodwill to stakeholders that your organisation is looking to serve humanity and not just turn a quick buck.