Ethics Explainer: Testimonial Injustice

Telling people things – or giving ‘testimony’ – is one of our quickest, oldest, and most natural ways of adding to human stores of knowledge.

Philosophers have spent thousands of years wondering when, and why, certain beliefs count as knowledge – and when certain beliefs count as justified. Many agree that when we are told something by someone reliable, trustworthy, and in possession of the facts, their testimony can be enough to justify a belief in what they say. 

I can tell you that it will rain later, you can tell me which way the train station is, we can both go to a lecture by an expert and walk away knowing more. 

But we can’t accept all the information we hear from other people. Not all testimony can ground knowledge – some of it is lies, errors or opinion. That’s why credibility is important to the process of learning by being told. 

The enlightenment philosopher David Hume argued that we shouldn’t set our standing levels of credibility too high: he thought “testimonial beliefs” were only justified when we had back-up justification from other sources like our own eyes, readings, and observations. 

Immanuel Kant, by contrast, thought that we had a “presumptive duty” to believe what our fellow humans told us, since believing them was a mark of respect

Regardless of the debate about how much credibility we should give people, there’s no denying that how much credibility we do give plays a big role in what we can learn from each other, and whether we learn anything at all. 

Sometimes we allocate credibility in ways that are unfair, unreasonable or outright harmful. Beginning in the 20th Century, Black and female philosophers started pointing out that women, people of colour, people who spoke with an accent, and people who bore visible markers of poverty were disbelieved at far higher rates than the general population. 

Because of existing prejudices against these people, some ethicists posit, they are being systematically disbelieved when they speak about things they, in fact, are reliable experts about. This is what philosophers term “a credibility deficit”. People could experience a credibility deficit when they speak about elements of their own experience, like what it was like to be a woman in domestic servitude.

It could also include elements of the world around them – such as the denial of black people’s reports of violence by white men. 

Credibility deficits are not just a matter of knowledge but a matter of justice: if we are not believed when we tell other people true things, we can be shut out of important social processes and ways of being recognized by other people. One of the most important ways that credibility deficits play out is in court, or in other reports to do with crimes and legal proceedings.

After abolition in the United States but before the civil rights movement, black peoples’ testimony was not recognised as a source of legal information in courts. That legacy has long undermined the way that black people’s testimony is viewed in courts, even today. 

Philosopher Miranda Fricker uses a scene from To Kill A Mockingbird to highlight the way Tom’s race, when combined with his being in a white courtroom affects his Tom credibility. Though he is in fact telling the truth, and though there are no obvious reasons to disbelieve him, the white jurors in the American South are so trained by prejudice that they regard his race itself as a reason to disbelieve him. It is not the facts of the story itself that mean jurors do not believe it, but facts about who is telling it. 


Clip: Tom Robinson’s cross-examination from To Kill A Mockingbird.

This was a common and tragic way that credibility deficits played out in the real world: there is a long history of white women being believed over black men even when they made false and damaging claims. 

The tradition of “testimonial injustice” in philosophy argues that credibility misallocation is more than a mistake. It is an injustice because we have a moral duty to see other people as ‘full’ people and to treat them with respect, but discounting people’s word because of prejudice is a way of denying them that respect.

In some ways, to refuse to believe someone without defensible reasons is to refuse to recognise them as a person.

Philosophers like Miranda Fricker, Jose Medina, Dick Moran, and a long tradition of black feminist epistemology including Charles Mills and bell hooks have explored the ways that being a free and equal citizen requires being believed as one. There are wide-ranging debates among these thinkers over many areas inside testimonial injustice, including whether and why being believed is foundational to being seen as a person, what kinds of credibility we could ‘owe’ one another, and whether people besides the disbelieved party are wronged by a faulty allocation of credibility.

One important question is whether it could be wrong and if so to whom, to give out too much credibility instead of too little. If it’s unfair to afford someone too little credibility, what should we say of affording too much? Are they wrong? If so, why? And, who is wronged by giving someone more credibility than they deserve?

A case study that might demonstrate this question is the familiar setting of the classroom. A male teacher-in-training with six months experience might be regarded in the classroom as more authoritative than a female teacher with many years’ more experience. This need not mean that the students disbelieve the female teacher. They could simply believe the male teacher more readily, with fewer questions, and with more of a sense that he is credible and has gravitas in the learning environment.

They could simply give him more credibility than he deserves. Who is wronged by this, if the female teacher is still believed when she speaks? Are the students wronging themselves? Are they accidentally wronging the male teacher, even though he benefits from the arrangement? These are important open questions that ethicists are still debating. 

Another question is what kind of credibility we have to give to others in order to do right by them. Hume knew that we could not believe everything we hear. How much must we believe, in order to avoid this distinctive form of injustice? 

Despite these unresolved matters, testimonial injustice is an important ethical phenomenon to be aware of as we move through the world trying to be responsible speakers and hearers. It’s important to living ethically that we keep prejudice and it affects out of our beliefs as well as out of our acts. 


The truths COVID revealed about consumerism

What underlying driver created the great toilet paper gate panic of 2020?    

At the onset of the pandemic, The Ethics Centre Fellow, Dr Matt Beard, University of Queensland philosopher and health researcher Bryan Mukandi, University of Queensland, and Australian philosopher and Princeton PhD candidate Eleanor Gordon-Smith joined in conversation. Together they discussed, dissected and explored a range of ethical issues rising during the early stages of the pandemic. In this extract, they discuss what COVID panic buying reflects about who we are, and what we value..  


Matt Beard
TEC Fellow:

The kind of panic buying responsive that we saw from ordinary people at the beginning of this, what did that tell us about ourselves? For me that was a moment to really reckon and say what does it tell us that in the first sniff of a crisis, the first thing that we did was take care of us and ours.  What does that say to us about the way in which we’ve set up this society?  


Eleanor Gordon Smith
, Philosopher: 

The United States, the land that brought us Black Friday sales, did not hold back when it came to panic buying. What did it reveal about us? Less I think then it revealed about our circumstance.   

Here’s what I think it revealed about us. We were afraid, and we didn’t feel secure, and we didn’t trust either us or the government around us to provide for us in the moment of crises where we would most need both those things.  

More than anything particularly deep about our innate nature, which I know people argue about a lot, does this reveal that we’re fundamentally selfish? Well yes, but then people also drove themselves to food banks, and it revealed other things about kindness and solidarity, and all the nice things as well.  

I think more than that it revealed something that we kind of already know, which is that the right configuration of circumstances can push ordinary people to behave in profoundly selfish and possibly evil ways.  

We know that a lot of exercises of bad behaviour are perfectly ordinary, and what happens when people are frightened and insecure. More than what I think it told us about us, I think it told us something really disquieting about the faith that we had in our systems, which was that unless we did this unless we went out and kind of did this end of days, treading on each other’s necks for a can of beans we wouldn’t have enough. 

I’ve been saying this for weeks, I don’t even like beans, I don’t know why I bought so many beans, everyone just transformed into people who really liked beans all of a sudden. But it told us that we were willing to do that.   

In fact, we thought it is necessary that we do that because we were so unsure of the fact that other people, and or the government, and or the system would be able to provide for us if we didn’t do this kind of absurd others sacrificing thing. I think we were entirely wrong. 


Byran Mukandi, Philosopher: 

Here I disagree with Eleanor. Irene Watson, a legal scholar, in her book, “Raw Law”, she uses a Nunga word, Muldarbi for colonialism. There’s an image she paints of colonialism as this voracious monster, this voracious animal that just devours and consumes. And I just find that so incredibly apt.  

I think it’s telling that for some groups in Australia, the relationship between mainstream society, and some communities is one that’s best classed as this voracious, consuming animal. This devouring thing.  

As a sub-Saharan African, the quality of life I enjoy today as an Australian citizen, is inextricably linked to the poverty and deprivation, and the suffering that a lot continent sub-Saharan Africans, and a whole bunch of people around the world experience. Those two things are intimately intertwined. 

There’s a lot of posturing in terms of our response to climate crisis around why China needs to do something first, but the fact is the Chinese industrial work, manufacturing work, goes into providing that which we, in the Western world, consume. There’s a sense in which we are ferocious, we devour.  

The rush to buy toilet paper as though when the zombie apocalypse comes, the most needful thing is toilet paper… I mean, this isn’t a gastroenteric virus, it’s not like everybody’s going to be on the toilet, but little things, baking powder, toilet paper, tins of tomatoes and tomato paste, people were hoarding and panic buying non-essential goods.  

I don’t think it was because the idea was this non-essential good is going to run out and I’m not going to make brownies or cupcakes, or whatever, and my life is going to come to an end.  

I think we have a voracious appetite, I think we have a voracious consuming, devouring appetite. I think we have a particular relationship to the environment and to others, and I think this pandemic has just shone a light on who we are, as opposed to who we like to pretend we are and the image of ourselves we like to project. 

 

This is an extract from a live-streamed event. Watch the full conversation from FODI Digital event, Ethics of the Pandemic, below. Don’t miss our next live-stream events at www.festivalofdangerousideas.com. 


Mutuality of care in a pandemic

In the pandemic landscape, individual rights were challenged against a mutuality of care for our neighbours.   

At the onset of the pandemic, The Ethics Centre Fellow, Dr Matt Beard, University of Queensland philosopher and health researcher Bryan Mukandi, University of Queensland, and Australian philosopher and Princeton PhD candidate Eleanor Gordon-Smith joined in conversation. 

Together they discussed, dissected and explored a range of ethical issues rising during the early stages of the pandemic. This extract from the discussion considers Carol Gilligan’s theory around the ethics of care, and in particular her ideas around the mutuality of care and the idea that individual actions impact the whole.  


Matt Beard
TEC Fellow:

One of the things that I keep coming back to, is this quote from the feminist philosopher, Carol Gilligan, who championed an approach, “the ethics of care. She talks about this idea that we live on a trampoline, and whenever we move it kind of affects everybody else in the same way, it makes other people wobble, your activities cause discomfort to others.

And one of the things that this pandemic has crystallized for me is this sense that, this whole idea of this atomized individual with rights that cluster them off and divide us from other people, is kind of illusory. We are radically dependent on other people, we have this interdependence and these mutual obligations that inform our moral response. 

And that got me thinking about how difficult it can be to muster that sense of mutual obligation. In a society that does just talk so heavily about ourselves as individuals, we’ve been conditioned to think about ourselves in almost exactly the opposite way to the way that this response requires us.  

Have I set this up in the right way? Is it true we’ve been conditioned in this way? How do you think about this?  


Bryan Mukandi
, Philosopher: 

It’s really complexbecause on the one hand I think you’re absolutely right. I love that metaphor of the trampoline, and I completely agree, this idea of this autonomous free liberal individual, it just doesn’t stand up to scrutiny. But at the same time, on the other hand, the fractiousness and fracturedness we’re witnessing in the US applies here too, in some really interesting ways, right.  

 So, yes, we’re all on this trampoline, but the real estate that you occupy on that trampoline makes the world of difference. And we have a kind of social structure, social organisation where there’s an investment in occupying good real estate [so]  that when something happens – a natural disaster, a fire, floods, a pandemic –  there’s an investment in being in a position of being able to enact something like that illusory autonomy.  

I think about Martin Luther King’s idea of an inextricable network of mutuality. But he raises this in a sort of moment where African Americans are in a particular kind of relationship with white America. He acknowledges that there’s this mutuality, there’s this connection, but the nature of this connection is one that’s really detrimental to some groups of people as opposed to others.  

And I also think about Frantz Fanon contribution to Hegel’s dialectic of recognition. This idea that our selfhood emerges in relationship with others, it’s like it falls apart in the colony because in the colony the white doesn’t want the colonized recognition, they want their labour.   

So I think, while on the one hand, COVID has shown us that this ideal of autonomy – it doesn’t stand up to scrutiny. It’s in really interesting ways though, I think it may, at least for some groups of people, legitimate this project of striving towards that kind of autonomy of occupying the best possible real estate on that trampoline, as opposed to reconfiguring the trampoline itself.
 

Eleanor Gordon Smith, Philosopher: 

It’s a really good question.   

And like Bryan, I think it’s a very complex one and one that we’re not going to compress either now or in a pandemic writ large. One thing I think that is kind of a shame for me living in the states and seeing the way the states is covered internationally is the way that a lot of the pressure to reopen is construed in these kinds of individual autonomous terms.

I have a lot of family and a lot of friends who I think are really genuinely very concerned about my proximity to New York at the moment. They feel like crisis, real proper, everyone’s dead crisis, like blood –inthestreetstype crisis, is right around the corner. 

 And my suspicion about why they feel like that is that they’ve seen these videos of women hanging out of cars at intersections blowing the horn at medical workers or protesters walking into government buildings, people with the American flag painted on their face, holding banners about the right to return to work.   

These people are both, they’re a very individualistic face of this movement and the movement that they claim to be espousing is very individualistic. They’re making claims about people’s individual rights to get back to work and they are doing so claiming to speak as individuals.  

But one of the things that I think it’s a shame that [coverage] obscures is that the pressure to reopen America comes from the fact that it’s a non-accidental feature of the US American system and the US economic system that it wants people to be back at work more than it wants them to be safe and well  

We encounter that from the mouths of individuals who present themselves as autonomous in saying things like the cure cannot be worse than the disease, but the pressure isn’t just from rhetoric or from individuals, it’s from the way the system is set up. 

You look at the kinds of costs and debts that Americans incur just for functioning. Like if you get sick, that costs money and that creates debt, if you have a higher education system, even one that is continuing on Zoom at the moment, that costs money and that causes debt.   

Both of these things coupled with just the usual systems of credit means that most Americans are in eyewatering amounts of debt, and then debt has interest which means that you’re incentivized to get back to work as fast as possible and you put people in a position where it’s not only rational but critical to get back to earning money because it costs money to earn less.  

The way the system functions is such that not only do you create all these pressures, it’s then coupled with this narrative of individualism, telling people that both the source of the problem and the nearest solution is to be conceived of in these individualistic autonomous senses.  

It’s a real shame when we reinforce and circulate these images of Americans protesting in the way that they are right now, because we obscure the fact that even these apparently maniacally individual faces are in fact the product of the same system that crushes the rest of us.  

This is an extract from a live-streamed event. Watch the full conversation from FODI Digital event, Ethics of the Pandemic, below. Don’t miss our next live-stream events at www.festivalofdangerousideas.com. 


FODI digital returns for three dangerous conversations

The Festival of Dangerous Ideas traverses the cracks of our society across three flagship digital events this September and October.  

We are living through a period of heightened fear and anxiety. The global pandemic has superheated three systemic problems that were already set to boilgovernment control of information, racism and climate change.  

The three sessions will be streamed live on festivalofdangerousidea.com, with live interaction and questions from the audience. Ticket prices range from $10-$15 or $30 for all three conversations.  

Our Festival Director, Danielle Harvey, has carefully curated these three speakers to for this dangerous time. In speaking about the programming, she said “the fallout from the pandemic is changing politics, economics and the every day so significantly.

FODI is a provocateur of big thinking, and it’s back to ask us: what should we be doing now to prepare for a post-pandemic landscape? And has COVID-19 offered opportunity or hindrance to tackling some of the biggest issues of our time in a new and profound way?  

Live stream sessions include: 

  • Dangerous Fictions, Marcia Langton, 10 September 2020, 7PM   

Langston is a fearless truth-teller who challenges the dangerous orthodoxies of a society that seems incapable of making peace with the truth of its own past. 

  • Surveillance States, Edward Snowden, 24 September 2020, 7PM 

Snowden asks us to consider the possibility that we may have more to fear from our own governments than from any external threat – and that our liberties have already been lost. 

  • The Uninhabitable Earth, David Wallace-Wells, 11 October 2020, 11am  

Wallace-Wells says there is no going back from the climate crisis and suggests the greatest challenge is navigating the future in a world that can’t agree how to face it together. 

Challenging us all to stop and pay attention, Executive Director of The Ethics Centre and Co-Founder of FODI, Simon Longstaff, said these are pivotal issues are demanding creative solutions.

The urgency of the moment might seem to demand every moment of our attention, the reality is that this is precisely the time when we need to look beyond the boundaries of the pandemic and come together and … think! 

These events follow on from the first FODI digital series in May which featured Norman SwanDavid Sinclair, Claire Wardle, Kevin Rudd, Vicky Xu, Masha Gessen and Stan Grant. Past conversations are available on demand via www.festivalofdangerousidea.com. 


A new guide for SME's to connect with purpose

Purpose, values and principles are the bedrock of every thriving organisation. With many facing a reset right now, we’ve released a guide to help small to medium sized businesses create a road map for good decisions and robust culture.

In the world of architecture, even the most magnificent building is only as strong as its foundations. The same can be said for organisations. In these times of constant change, a strong ethical culture is essential to achieving superior, long-term performance – driving behaviour, innovation, and every decision from hiring, through to partnerships and customer service.

The foundations for a high-performance culture are made up of three principal components: Purpose, Values and Principles.

Each is necessary. Each plays a specific role. Each complements the other to make a stable foundation for the whole. Together, they make up what we call an Ethics Framework.

PURPOSE (WHY) – An organisation’s reason for being.

Purpose explains the WHY; it is the reason an organisation exists and what it was set up to do or achieve. It’s a defining expression of what your organisation stands for in the world and why it matters.

VALUES (WHAT) – What is good.

Values shape the WHAT; they are the things that an organisation believes are good and worth pursuing. Values guide actions, activities and behaviours within an organisations by identifying what is of merit.

PRINCIPLES (HOW) – What is right.

Principles determine the HOW; helping to guide how an organisation obtains the things it thinks are good. If Values tell an organisation what to pursue, Principles tell them how they should go about getting those things.

The Ethics Centre has spent the past thirty years helping organisations to build and strengthen their ethical foundations. In many cases, we have been able to work directly with organisations. However, not every organisation has either the time or the funds needed to invest in specialist advice.

So, the Centre was pleased to accept a grant from The Australian Securities and Investments Commission’s Community Benefit Fund for the purpose of creating a ‘DIY Guide’ for ethics frameworks – with a special focus on the needs of small to medium-sized businesses. It goes beyond broad theory to offer practical, step-by-step guidance to anyone wanting to define and apply their own Purpose, Values and Principles.

The publication of this guide comes at an especially important time. The current pandemic is testing organisations as never before.

Indeed, COVID-19 is every bit as dangerous as an earthquake – except, in this case, it is the ethical foundations of organisations that will determine whether they stand or fall. In a time of crisis, weak foundations are susceptible to crumble, opening up an organisation to the risk it will make ‘bad’ decisions that will ultimately cost it dearly.

The Ethics Centre believes that prevention is better than cure. Our hope is that the practical guidance offered by this guide will provide owners and managers with the tools they need to build stronger, better businesses.


FODI launches free interactive digital series

FODI Digital, announced today, is an exciting series of free, online conversations to be live-streamed on May 9 and 10.

The line-up will feature a selection of the international and Australian speakers originally slated for the live festival that was cancelled, by government order, as the COVID-19 lockdown came into effect last month.

“The theme for 2020’s live festival was Dangerous Realities and we seem to well and truly have encountered one. Critical thinking is essential, especially as we isolate further from our communities, families and global neighbours.” said Festival Director, Danielle Harvey.

Executive Director of The Ethics Centre and Co-Founder of FODI Simon Longstaff says FODI digital is a timely invitation to think critically.

“We may submit to a lockdown of our bodies, but never our minds. If ever there was a time to test the boundaries of our thinking … it is today!”

The series of online conversations takes inspiration from the original FODI 2020 theme of ‘Dangerous Realities’, with online sessions being streamed via the festival website. The series will interrogate the reality of the current pandemic and its wider implications for our world and society.

Audiences can contribute questions live while the discussions take place.

For Festival Director Danielle Harvey, there’s never been a more important time for these critical conversations. “Decisions are being made at every level that will shape how we live our lives both now and in the future.

“While we can’t present the program in the way originally planned, these digital conversations will address topics that really need to be put under the microscope. COVID-19 will hopefully end at some point, and understanding what kind of world we will then be entering is essential.”

Sessions include:

  • The Truth About China – Former Prime Minister Kevin Rudd is joined by journalists Peter Hartcher and Vicky Xiuzhong Xu, with Human Rights Watch researcher Yaqiu Wang, and strategist Jason Yat-Sen Li, in a wide-ranging discussion about China;
  • The Future Is History – Russian-American journalist, high-profile LGBTQI activist and outspoken critic of Vladimir Putin and Donald Trump, Masha Gessen, shares her thoughts on Russia and the coming US elections;
  • Snap Back To Reality – Philosopher Simon Longstaff leads a discussion with social researcher Rebecca Huntley, political journalist Stan Grant, and fellow philosopher Tim Soutphommasane, on the social shifts, policy and economic consequences that await us in a post-COVID-19 world;
  • States of Surveillance – Futurist Mark Pesce, 3A Institute data expert Ellen Broad, and founder of Old Ways, New Angie Abdilla discuss the issue of digital surveillance for virus tracking and the potential threat posed by the ‘normalisation’ of government surveillance;
  • Misinformation Is Infectious – First Draft’s Claire Wardle, tech journalist Ariel Bogle discuss COVID-19-related conspiracy theories and what they tell us about technology’s role in the spread of damaging misinformation;
  • Stolen Inheritance – Australian youth leaders, Daisy Jeffrey, Audrey Mason-Hyde and Dylan Storer discuss their concerns for the world they will inherit: a world of debt, educational disadvantage, diminished job opportunities, climate catastrophe and … future pandemics;
  • The Ethics of the Pandemic – Philosophers Matt Beard, Eleanor Gordon-Smith and Bryan Mukandi take a step back from the day-to-day dilemmas of the pandemic to try to understand what’s really going on, the lessons we learn and the hidden costs of the choices we make;
  • Political Correct-Mess – Conservative Australian commentator Kevin Donnelly, journalist Chris Kenny, and journalist Osman Faruqi join journalist Sarah Dingle to dissect political correctness and ask, “Has it gone too far?”;
  • Ageing is a Disease – Biologist David Sinclair talks about cracking and reversing the ageing process, which may help the elderly in their fight against a range of diseases and viruses.

The event will live stream straight from The Festival of Dangerous Ideas website across May 9-10. Visit www.festivalofdangerousideas.com to view the program.

You can contact The Ethics Centre about any of the issues discussed in this article. We offer free counselling for individuals via Ethi-callprofessional fee-for-service consulting, leadership and development services; and as a non-profit charity we rely heavily on donations to continue our work, which can be made via our websiteThank you.


Eight questions to consider about schooling and COVID-19

For the parents of school age children, the coronavirus pandemic presents challenging ethical decisions.

On one hand, all available medical evidence suggests ordinarily healthy children are at no risk of harm from COVID-19. While they can present with minor symptoms if infected, there’s believed to be no lasting injury. The nation’s formally appointed medical advisers have advised that schools should stay open, at least for now. Despite this, there’s considerable agitation amongst parents facing this decision, a number are already voting with their feet by not sending their kids to school.

The situation is made more difficult for parents thanks to contrary medical advice from credible informal sources. Likewise, parents are wrestling with apparent conflicts in policy settings – indoor gatherings of 100 or more are deemed hazardous (500 if outdoors), and we’re implored to adhere to social distancing, yet schools are deemed to be exempt from these restrictions.

Part of the problem is that governments are seen to be lacking transparency around why these contradictions exist. So, many parents are left to wonder if their children and their families are being asked to bear risks for the sake of others – and to do so without any opportunity to consent to the role they are being asked to play.

So, what should parents do? Here are some questions we can ask ourselves:

  1. What are the facts?

    Have I sought information from the most authoritative sources, not just those with the loudest voice or widest following? Am I listening to those specifically qualified to speak on the matter or am I sifting information to suit my pre-existing preferences (what we know as confirmation bias)?

  2. Do my children and family matter more than others?

    Does my duty to my immediate family take precedence over obligations to all others in my wider community, including relative strangers? Who will bear the ultimate burden of my decision? For example, some of the reasons for the government wanting schools to remain open are to allow emergency workers with children to attend to their duties and to help prevent the economy from shutting down due to employees being diverted to child-caring duties. All of this confers benefits on wider society.

  3. Am I claiming a privilege I don’t deserve?

    what would I decide if I found myself in the position of the most vulnerable person in society? Not everyone has the same choices in life. For example, the very wealthy will often be able to afford a period without employment income, while others will struggle to meet the most basic needs. So, is the option to withdraw your child from school something that you can ‘afford’ to do – but not others with fewer financial resources, or less support, more generally?

  4. Is fear distorting my judgement?

    Am I misjudging the real level of risk? And in doing so, am I discounting the opportunities for my children? For example, has the school put in place hygiene measures and the monitoring and testing of symptoms as part of their regime? Does that offer an environment that is only marginally less safe than your home – especially if you and other family members still intend to come and go from the house, as required from time to time?

  5. Am I being proportionate in my response?

    Am I considering opportunities as well as risks, and weighing them up in a manner that allocates appropriate weight to each? In making this assessment should the interests of society as a whole be given priority? For example, if the risks to my children and family are very low, but the effective costs of my decision on others are very high, have I good enough reasons to explain to others why my small gain is worth their large level of pain? If your decision to withdraw your child tips the school into closure, will you be imposing a burden on others that they cannot afford to bear?

  6. What are my ‘non-negotiables’?

    Are there certain decisions that I would regret making for the rest of my life? For example, if your child did become infected at school – could you live with the fact that you had allowed exposure? Would it matter so much if you knew that infection would have only minor consequences for the child? Likewise, could you live with yourself or another family member being exposed to risk of infection due to your child attending school?

  7. How might history judge my decision?

    Would an independent and unbiased judge find the decision you make wanting? Indeed, would you remain confident in your choices if you know it would be a leading news story in the months or years to come? Imagine people in the future considering your decision and its motivations. Would they endorse those choices, given the information and options that are available to you now?

  8. Are there creative alternatives that would resolve the dilemma?

    Is it possible to reconcile competing interests by proposing a novel solution? For example, could society close schools while making alternative arrangements for the safe care of the children of people working in essential services. Is it possible to maintain a flourishing economy while whole families work from home for extended periods?

There are no ready-made answers to ethical dilemmas. As such, ethics does not demand an illusory form of ethical perfection. Reasonable people can and do disagree about the answers to challenging ethical questions – such as how best to respond to the emergence of COVID-19. That is fine – especially in circumstances where the best option available is simply the ‘least bad’. All that ethics requires is that, as a minimum, we stop and think, tie our decisions back to an explicit framework of values and principles and make a conscientious judgement of how competing interests should be ranked in our estimation of what it is right and good to do.

 

You can contact The Ethics Centre about any of the issues discussed in this article. We offer free counselling for individuals via Ethi-callprofessional fee-for-service consulting, leadership and development services; and as a non-profit charity we rely heavily on donations to continue our work, which can be made via our websiteThank you.


Facing tough decisions around redundancies? Here are some things to consider

One of the most difficult decisions an employer will ever have to make is whether or not to dismiss employees during an economic downturn.

Invariably, those at risk of losing their jobs are competent, hard-working and loyal. They do not deserve to be unemployed – they are simply the likely victims of circumstances.

As one employer said to me recently, “I hate the idea of having to be ruthless – but I need to sack forty to save the jobs of four hundred”. So, what are the key ethical considerations an employer might take into account?

  1. Save what can be saved

    There is no honour in destroying all for the sake of a few. Even the few will eventually perish in such a scenario.

  2. Give reasons

    Be open and truthful. Throw open the books so that people can see the proof of necessity.

  3. Retain the essential

    Some people are of vital importance to the life of an organisation. However, when all other things are equal, protect the most vulnerable.

  4. Cut the optional

    The luxuries, the ‘nice-to-haves’ should not be funded. Use income for the essential purpose of preserving jobs.

  5. Treat everyone with compassion

    Both those who leave and those who remain will be wounded by the decisions you make – no matter how necessary.

  6. Share the pain

    consider offering everybody the opportunity to work less hours, for less money, in order to save a few jobs that might otherwise be lost.

  7. Seek volunteers

    If sacrifices must be made, invite your colleagues to be part of the decision. Some might prefer to step down – their reasons will vary. Honour their choice.

  8. Honour your promises

    If you have made a specific commitment to a member of staff, then you are bound by it – even in a crisis – unless it is impossible to discharge your obligation.

  9. Minimise the damage

    Those who lose their jobs should not be abandoned. How can they be supported by means other than a salary?

  10. Look to the future

    Make sure that your organisation has a purpose that can inspire those who remain – and justify the losses suffered during the worst of times.

 

You can contact The Ethics Centre about any of the issues discussed in this article. We offer free counselling for individuals via Ethi-callprofessional fee-for-service consulting, leadership and development services; and as a non-profit charity we rely heavily on donations to continue our work, which can be made via our websiteThank you.


How to build a successful culture

They say that what gets measured, gets managed (or improved).  But when it comes to measuring corporate culture, that’s an idea that needs unpacking.

The corporate sector has traditionally taken a quantitative approach to risk management and governance. Compliance, regulation, risk and legislative frameworks are applied, analysed, audited and reported-on to varying degrees of accuracy and certainty.

Unfortunately, these management mechanisms do not in themselves lead to effective governance as evidenced by a multitude of corporate scandals and collapses. Overconfidence in the science of risk management can lead to faulty corporate governance – and could well lead to disaster.

The art of risk management and governance lies in the capability of directors and executives to navigate and understand the highly complex and unpredictable set of human behaviours and interactions that make up a modern organisation.

The current scientific approach to risk management is insufficient when seeking to mitigate non-financial risks to business success – leaving companies vulnerable to catastrophic levels of exposure. There is now a shift in thinking and an appreciation that the intangible qualities of culture are critical to the issue of risk management and corporate governance.

Can you measure culture?

The subtle aspects of an organisation, such as values, motivations and political dynamics, are difficult to measure, influence and describe, let alone govern effectively. Performance management and processes, culture and engagement surveys, leadership competency assessments and organisational development initiatives are designed to create visibility of these aspects of organisations, but they often fall short by not accounting for the hidden, unspoken and un-self-aware aspects of human agents and the social systems in which they operate.

For over 20 years The Ethics Centre has been developing a unique approach to navigating these complexities – and, in the process, to accurately measure and understand culture.

Our Everest process assesses the level to which an organisation’s lived culture, and the actual systems and processes that drive the business, align with their intended ethical framework. Through in-depth exploration and analysis, gaps between the ideal and the actual culture of a business emerge, along with areas where formal systems and behaviours are misaligned to the stated values and principles.

Everest digs far deeper than a standard organisational review, identifying themes that relate to experiences over time and between groups of people, and reflecting them against the organisation’s formal policies and procedures. It enables companies to build a climate of trust for clients, shareholders and regulators; to unify employees around a common purpose and encourage values-aligned behaviour; to develop consistency between what you say you believe in and how you act; and to enable consistent decision making. Ultimately reducing the risk of ethical failure and poor decisions.

The Ethics Centre’s Everest process is a tried and tested methodology that produces invaluable insights and recommendations for change. In just the past five years, Everest has been deployed to assess the organisational culture of one of Australia’s largest banks, a major superannuation fund, a leading energy company, a major telco, a mining company and a wagering company – amongst many others.

Transforming organisations

Whilst most of our clients have chosen to keep their Everest reports confidential, two recent clients – The Australian Olympic Committee and Cricket Australia – elected to publicly release the reports into their organisations.

In both instances, these acts of “radical transparency” acted as a circuit-breaker following periods of widespread negative coverage.  The release of these reports allowed the organisations to re-boot with renewed purpose and energy.

According to Matt Carroll, the widely-respected CEO of the AOC, “the review conducted by The Ethics Centre provided us with the platform to reset the organisation. We are committed to building a culture that is fit for purpose and aligned to our values and principles.”

Our report on Cricket Australia – following the infamous ball-tampering incident in 2018 –  ran to 147 pages and contained 42 detailed recommendations. Our key finding was that a focus on winning had led to the erosion of the organisation’s culture and a neglect of some important values. Aspects of Cricket Australia’s player management had served to encourage negative behaviours.

It was clear, with the release of the report, that many things needed to change at Cricket Australia. And change they did. Cricket Australia committed to enacting 41 of the 42 recommendations made in the report, along with widespread renewal of their executive team and board.

“With culture, it’s something you’ve got to keep working at, keep your eye on, keep nurturing,” says CA’s chairman Earl Eddings. “It’s not: we’ve done the ethics report, so now we’re right.”

Most of the corporate collapses and scandals that have occurred lately were not the result of inadequate risk management, poorly crafted strategy or an absence of appropriate policies.  Nor were they caused by incompetence or poorly trained staff.

In almost every case, it is becoming apparent that the causes lay in the psychology, ethics and beliefs of individuals and in an organisational culture that rewards short term value extraction over long term, sustainable value creation.

This misalignment between the espoused purpose, values and principles of an organisation and the real-time decisions being made each day can increase reputational and conduct risk leading to an erosion of trust, disengagement and poor customer outcomes.

Even companies with no burning platform benefit from the rigorous corporate health-check that Everest provides.  To quote Ian Silk, CEO of another Everest client Australian Super:

“In my darkest moments I just wondered if we had all drunk the Kool-Aid, and whether the staff surveys reflected the facts.  So I thought a really good way to test this would be to get The Ethics Centre to come in and do an entirely independent, entirely objective test of the culture and the ethics in the organisation.”

If you are interested in discussing any of the topics raised in this article in more depth with The Ethics Centre’s consulting team, please make an enquiry via our website.


Extending the education pathway

In the course of 2019, The Ethics Centre reviewed and adopted a new strategy for the five years to 2024.

The key insight to emerge from the strategic planning process was that the Centre should focus on growing its impact through innovation, partnerships, platforms and pathways.

We focus here on just one of those factors – ‘pathways’ and, in particular, the education pathway.

The Ethics Centre is not new to the education game. To this day, the establishment of Primary Ethics – which teaches tens of thousands of primary students every week in NSW – is one of our most significant achievements.

As Primary Ethics continues to break new ground, we feel it’s time to bring our collective skills to bear along the broader education pathway.

With this in mind, we’re delighted to report that The Ethics Centre and NSW Department of Education and Training have signed a partnership to develop curriculum resources and materials to support the teaching and learning of ethical deliberation skills in NSW schools, including within existing key learning areas.

This exciting project will see us working with and through the Department’s Catalyst Innovation Lab alongside gifted teachers and curriculum experts – rather than merely seeking to influence from the outside.

In addition, we have also formed a further partnership with one of the Centre’s Ethics Alliance members, Knox Grammar School. This will involve the establishment of an ‘Ethicist-in-residence’ at the school, the application of new approaches to exploring ethical challenges faced by young adults, and the development of a pilot program where students in their final years of secondary education undertake an ethics fellowship at the Centre.

In due course, we hope that the work pioneered in these two partnerships and others will produce scalable platforms that can be extended across Australia. Detailed plans come next, and we believe the potential for impact along this pathway is significant.

We believe ethics education is a central component of lifelong learning – extending from the earliest days of schooling through secondary schooling, higher education and into the workplace.

The broadening of the education pathway therefore provides new opportunities for The Ethics Centre and Primary Ethics to work together – sharing our complementary skills and experience in service of our shared objectives, for the common good.

If you have an interest in supporting this work, at any point along the pathway, then please contact Dr Simon Longstaff at The Ethics Centre, or Evan Hannah, who leads the team at Primary Ethics.

 

Dr Simon Longstaff is Executive Director of The Ethics Centre: www.ethics.org.au

Evan Hannah can be contacted via Primary Ethics at: www.primaryethics.com.au