Ethics Chapter 1 Lesson 4 .pdf HSHDJDHSHSJSJSKK

Moral Dilemma

1. THE THREE LEVELS
OF MORAL DILEMMA
LESSON 4
ETHICS 101

2. ACTIVITY
1) The mission of Catholic School
A is to serve the poor by giving
quality education. It is torn
between the obligation to charge
low tuition to help the poor and
to pay better salaries to keep
quality teachers.

3. ACTIVITY
2) Heinz's wife was dying from a particular type
of cancer. Doctors said a new drug might save
her. The drug had been discovered by a local
chemist, and the Heinz tried desperately to buy
some, but the chemist was charging ten times
the money it cost to make the drug, and this was
much more than the Heinz could afford. Heinz
could only raise half the money, even after help
from family and friends. He explained to the
chemist that his wife was dying and asked if he
could have the drug cheaper or pay the rest of
the money later. The chemist refused, saying that
he had discovered the drug and was going to
make money from it. The husband was desperate
to save his wife, so later that night he broke into
the chemist's laboratory and stole the drug.

4. ACTIVITY
3) A principal ought to welcome and
encourage parents and community
participation in school affairs. Based on
her experience, parents and community
are passive and so the principal always
ends up deciding and doing things just
the same. She is obliged to observe
parents' and community participation
which do not give any input at all at the
same time she is obliged to accomplish
things on time.

5. A. INDIVIDUAL
•This refers to personal dilemmas.
•It is an individual's “damn-if-you-do-and-damn-if-
you-don't situation.”
•The case of Heinz, as presented in the Activity
phase of the lesson, is one of the best-known
individual dilemmas of Kohlberg's (1958)
•Kohlberg's dilemma questions were as follows:
"Should Heinz have stolen the drug." (Mackinnon, B.,
et al 2015) If he did not steal the drug that would
mean his wife's death. He was torn between stealing
the drug and saving his wife.
•The dilemma is faced by an individual who is torn
between 2 obligations to save the wife or obey the
law.
•So this an example of an individual dilemma.

6. B. ORGANIZATIONAL
An organizational dilemma is a puzzle
posed by the dual necessities of a
social organization and members' self-
interest. It may exist between personal
interests and organizational welfare or
between group interests and
organizational well-being... (Wagner, J.
2019)

7. B. ORGANIZATIONAL
The example of the Catholic school in the
Activity phase of the lesson shows the
dilemma between the goal of the school to
give quality education for the poor and so
must charge the lowest tuition fee
possible and yet to keep quality faculty
the school must raise their salary and
consequently, must raise tuition.
Organizational dilemmas may likewise occur
in business, medical, and public sector.

8. B. ORGANIZATIONAL
The following hypothetical case highlights the
story of Mr. Brown, a 74-year old man who is
seriously ill of metastatic lung cancer. Mr.
Brown completed a full course of radiation
therapy as well as chemotherapy for
treatment of his cancer, and he is now
hospitalized with severe shortness of breath
and pneumonia. His physician has managed
the symptoms associated with the lung
disease, including chest pain, fever, infection,
and respiratory distress, but believes that
there are no other options available to
aggressively treat the underlying cancer....

9. B. ORGANIZATIONAL
Both Mr. Brown and his wife clearly state that
they 'want everything done. .. The dilemma
here lies in the conflicting concerns: a) the
financial problems of Mr. Brown and his wife,
b) the hospital concern of focusing its
attention on this hopeless patient when there
are other cases which have still possible
remedies, c) the other hospital patient's
concern, particularly their need of the
medicine used by Mr. Brown, c) the concern of
the medical staff, et al.
Organizational dilemmas arise due to different
opposing concerns between various groupings in an
organization.

10. C. STRUCTURAL
The case of the principal whether to
be participatory or non-participatory
in school affairs but due to her not so
favorable experience of attempting to
be participatory ended up to one-
woman rule is an example of a
structural dilemma.

11. SIMILARITIES
•Both involve decision-making challenges
within organizations.
•Both can significantly impact the
organization's effectiveness and culture.
•Both require balancing different interests or
approaches.
•Both can lead to unintended consequences
if not managed well.
ORGANIZATIONAL & STRUCTURAL DILEMMAS

12. DIFFERENCES
•Focus: Organizational dilemmas focus on
interests (personal vs. organizational), while
structural dilemmas focus on management
approaches.
•Scope: Organizational dilemmas are broader
and can affect various aspects of an
organization, while structural dilemmas are more
specific to leadership and organizational design.
ORGANIZATIONAL vs STRUCTURAL DILEMMAS

13. DIFFERENCES
•Participants: Organizational dilemmas often
involve multiple stakeholders, while structural
dilemmas primarily concern leadership
decisions.
•Resolution: Solving organizational dilemmas
often requires compromise, while resolving
structural dilemmas may involve choosing
one approach over another.
ORGANIZATIONAL vs STRUCTURAL DILEMMAS

14. 1. DIFFERENTIATION VS. INTEGRATION
➢Different divisions/local governments/schools
→ unique cultures & priorities.
➢Decentralization = empowerment but harder
coordination.
➢More differentiation → harder to unify into
one structure.
➢Reforms (e.g., universal healthcare, price
controls) create conflicts between sectors.
➢Dilemma: Balancing unique needs with a
unified system.

15. 2. GAP VS. OVERLAP
➢Gaps = tasks left undone.
➢Overlaps = redundant/conflicting efforts.
➢Example: hospital patient kept awake
(overlap) but buzzer ignored (gap).
➢Pants story: too many helpers → wasteful
overlap.
➢Dilemma: Either inefficiency (gap) or wasted
effort (overlap).

16. 2. GAP VS. OVERLAP
➢Gaps = tasks left undone.
➢Overlaps = redundant/conflicting efforts.
➢Example: hospital patient kept awake
(overlap) but buzzer ignored (gap).
➢Pants story: too many helpers → wasteful
overlap.
➢Dilemma: Either inefficiency (gap) or wasted
effort (overlap).

17. 3. LACK OF CLARITY VS. LACK OF CREATIVITY
➢Unclear roles → employees follow personal
preferences, ignore system-wide goals.
➢Over-defined roles → rigid, bureaucratic
behavior; no creativity.
➢Example: Airline manager refused to help
lost-bag passenger (“not my job”).
➢Dilemma: Balance between role clarity and
creative flexibility.

18. 4. FLEXIBILITY VS. STRICT RULES
➢Too flexible: rules lose meaning.
➢Too strict: rules harm service/product
quality.
➢Dilemma: When to bend rules vs.
when to strictly enforce them.

19. 5. EXCESSIVE AUTONOMY VS. EXCESSIVE
INTERDEPENDENCE
Excessive Autonomy
Individuals or units work too independently.
Leads to isolation, weak collaboration, and inconsistent outcomes.
Example: Teachers in self-contained classrooms rarely share ideas →
feel unsupported and disconnected.
Excessive Interdependence
Too much coordination and approval needed.
Slows down innovation and decision-making.
Example: IBM lost early lead in the PC market because projects
required too many approvals → late to market.
Structural Dilemma
If too independent → disunity.
If too dependent → inefficiency.

20. 6. CENTRALIZED VS. DECENTRALIZED DECISION-
MAKING
Centralized Decision-Making
Decisions made at the top (e.g., head office, national
government).
Advantage: Strong control, consistency, unified direction.
Disadvantage: Slow response, less flexibility.
Decentralized Decision-Making
Authority given to local units or individuals closer to the
problem.
Advantage: Quick responses, tailored solutions.
Disadvantage: Top leaders lose control, possible
inconsistency.
Example:
Centralized: National gov’t controls education policies →
uniform, but less adapted to local needs.
Decentralized: Schools adapt curriculum locally →
relevant, but harder to maintain national standards.
Structural Dilemma
Too centralized = rigid, unresponsive.
Too decentralized = fragmented, inconsistent.

21. 7. STRUCTURAL DILEMMA IN A WORLD
ORGANIZATION (UN)
Core Issue: Balancing global authority with national sovereignty.
International Authority (World Order):
Needed to solve global problems like wars, pandemics, climate change.
Example: UN peacekeeping missions or World Health Organization’s global
health policies.
National Sovereignty (Independence):
Countries want freedom to make their own decisions without interference.
Example: Some nations resist UN intervention, arguing it violates
sovereignty.
The Dilemma:
If the UN has too much authority → nations feel controlled and resist.
If the UN has too little authority → unable to solve global crises.

22. RESOLVING MORAL DILEMMAS
1. Explore Alternatives
Many dilemmas are not “real” if other
options exist.
Example: Instead of stealing to feed one’s
family → seek charity, social support, or
alternative income.
Key Point: Creativity can dissolve a
dilemma.

23. RESOLVING MORAL DILEMMAS
2. Choose Greater Good / Lesser Evil
When forced to choose, prioritize the action
that leads to more good or less harm.
Key Point: Aim for the option with the best
outcome for all.

24. RESOLVING MORAL DILEMMAS
3. Situation Ethics (Joseph Fletcher)
Rule: “Do what you can where you are.”
Based on Kant’s principle: “Ought implies can.”
•If I ought to do something → it must be
something I can do.
•If I cannot do it → I am not obliged.
St. Augustine: “Love, and do what you will.”
Key Point: Obligation is measured by ability +
capacity for love.

25. RESOLVING MORAL DILEMMAS
Case Study: The Miner Father
▪Father supports wife + 7 kids with minimum wage.
▪After work, spends on food, gin, cigarettes → just
enough left for family’s food.
▪Nothing for education or extra needs.
The Dilemma:
➢Should he sacrifice personal needs (alcohol,
cigarettes, comfort) for his family’s education?
➢Or is he only obliged to do what he can within his
limits of strength and love?

26. RESOLVING MORAL DILEMMAS
Human Limitations: Love may be deep, but
sacrifice has limits.
Moral Responsibility: Does inability = exemption
from obligation?
Frailty vs. Excuse: Is citing weakness just a way to
avoid responsibility?
Christian Response: Condemnation alone is not
the answer → compassion and understanding are
needed.

27. THANK YOU