Kidder, "Nine Checkpoints for Ethical Decision-making"

SOURCE FOR THE PROCEDURE

THE PROCEDURE ITSELF

1. Recognize that there is a moral issue.
2. Whose issue is it?
   1. Is anyone responsible?
   2. Is anyone morally obligated to do anything?
3. Gather the relevant facts.
   1. What events have unfolded?
   2. What finally happened?
   3. What else might have happened?
   4. Who said what to whom?
   5. Who may have suppressed information?
   6. Who was culpably ignorant?
   7. Who was innocently unaware?
   8. What is the future potential?
4. Test for right-versus-wrong issues.
   1. Were any laws broken?
   2. If the answer is obviously "yes," treat the issue as a legal instead of a moral issue.
   3. If the answer is less obviously "yes," treat it as a moral issue.
      • The stench test: Does this course of action have about it an indefinable odor of corruption that makes you (and perhaps others) recoil and look askance?
      • The front-page test: Would you feel uncomfortable if what you are about to do showed up tomorrow morning on the front pages of the nation's newspapers?
      • The Mom test: If I were my mother, would I do this?
   4. If the answer to these questions is yes-yes-no, discontinue further analysis; the issue is simply a choice between right and wrong.
5. Test for right-versus-right paradigms. What sort of dilemma is this?
   1. Is it a case of truth versus loyalty?
   2. Is it a case of self versus community?
   3. Is it a case of short-term versus long-term?
   4. Is it a case of justice versus mercy?
6. Apply the resolution principles.
   1. Ends-based thinking: Do what's best for the greatest number of people.
   2. Rule-based thinking: Follow your highest sense of principle.
   3. Care-based thinking: Do what you want others to do to you.
7. Investigate the "trilemma" options.
   1. Is there a third way through this dilemma?
   2. Try to find a creative middle ground.
8. Make the decision.
9. Revisit and reflect on the decision.

WALT'S CHECKLIST

• This method is most useful when the DECISION-MAKER ...
  • can tolerate ambiguity, complexity or conflict [step 5]
  • has a working knowledge of several ethical theories [step 6]
  • has high initial sensitivity to relevant ethical "features" [step 1]
  • has plenty of time for investigation and analysis
  • is skilled in causal or consequential reasoning [steps 3c and 6a]
  • is skilled in conflict- or dilemma-resolution methods [steps 6 and 7]
  • is skilled in the application of general ethical principles to specific cases [step 6]
• This method is most useful in a SITUATION ...
  
  • that will change little over time
  • where the decision-maker is also a stakeholder [step 4c]
• This method is most useful when STAKEHOLDERS ...
  • share ethical principles [step 6]
  • share laws and legal precedents [step 4]

Index