Moral Dilemma

MORAL DIL L EM M A S
RONN JOSE PH J . DE L RIO

PRESENTED BY:
DEFINITION OF MORAL DILEMMA
• IN THE DEFINITION OF KVALNES (2019), A MORAL DILEMMA IS A SITUATION IN
WHICH A DECISION MAKER MUST GIVE PREFERENCE TO ONE MORAL PRINCIPLE
OVER ANOTHER.
• DILEMMAS OCCUR WHEN, CONFRONTED WITH A CHALLENGING SITUATION (E.G.
EQUAL TREATMENT FOR SOME VERSUS JOB PROTECTION FOR OTHERS), TWO OR
MORE OF THAT KIND OF VALUES DISAGREE WITH THE UNDERSTANDING OF THE
DECISION-MAKER, OR WHEN ONE ASSESSES THE MORAL OPTION OF ANOTHER.
• A PERSON EXPERIENCED WITH A DILEMMA MUST DECIDE WHETHER THE MORAL
DUTY WILL BE GIVEN PRIORITY; "WHATEVER ACTION IS TAKEN WILL OFFEND AN
IMPORTANT MORAL VALUE.“
• KVALNES EXPLAINED THAT (2019) A MORAL DILEMMA MAY ARISE AS A RESULT OF A
PRIOR PERSONAL MISTAKE. IT'S CALLED A SELF-INFLICTED DILEMMA. IN A STRICT
SENSE, A MORAL DILEMMA IS A SITUATION IN WHICH MORAL VALUES ARE OF EQUAL
IMPORTANCE.
• IN A BROADER SENSE, THERE MAY BE MORAL DILEMMAS IN WHICH A PERSON HAS STRONG
MORAL REASONS FOR ACTING WHICH ARE DESCRIBED TO BE AS REMARKABLE, NONETHELESS,
NOT EQUALLY STRONG MORAL REASONS FOR ACTING IN ANOTHER WAY.
• ACCORDING TO KURIE & ALBIN (2007), A MORAL DILEMMA IS A SITUATION IN WHICH PEOPLE
ASSUME THAT THEY SHOULD MORALLY DO ONE THING AND THAT THEY SHOULD MORALLY DO
ANOTHER THING, AND OCCASIONALLY A THIRD THING OR EVEN A FOURTH THING, BUT THEY'RE
NOT DOING ANY OF THESE MUTUALLY CONTRADICTORY CHOICES TOGETHER.
• THE ETHICAL DILEMMA OR A MORAL DILEMMA AS EXPOUNDED BY FIGAR & DORDEVIC,
(2016) IS A SITUATION WHEREBY A PERSON HAS TO MAKE A DECISION.
• THE ABOVE DEFINITIONS CHARACTERIZED MORAL DILEMMA OR ETHICAL DILEMMA AS:

(1) MAKING AN OPTION TO ONE MORAL VALUE OVER THE OTHER;
(2) A SITUATION WHERE MORAL VALUES ARE EQUALLY SIGNIFICANT;
(3) A SCENARIO WHERE A PERSON HAS A STRONG MORAL REASON IN ACTION, BUT NOT EQUALLY
STRONG MORAL REASON IN ACTING IN ANOTHER WAY;
(4) A STATE WHERE A PERSON SHOULD MORALLY DO ONE, TWO, OR MORE AND HAVE DIFFICULTY IN
DECIDING ANY OF THOSE CONFLICTING CHOICES.
• EVERY HUMAN BEING, EXPERIENCE STRUGGLING TO MAKE A DECISION ESPECIALLY IF THERE IS AN

URGENCY TO MAKE A CHOICE. WEIGHING WHAT IS GOOD AND MORAL. THINKING WHICH IS THE
BEST BETWEEN AND AMONG CHOICES, AND PERHAPS AT STAKE OR IN A HOT SIT WHEN CHOOSING.
• THE CHOICE MAY BE FAVORABLE TO SOME, HOWEVER, NOT FAVORABLE TO OTHERS. IT
GETS INDIVIDUAL STRESS OF JUDGING AS TO WHETHER THE DECISION IS GOOD OR NOT
IN TRAVAILING CIRCUMSTANCES.
• A MORAL DILEMMA OR ETHICAL DILEMMA APPLIES TO OUR PERSONAL LIFE, IN A JOB, IN

A PROFESSION, EDUCATION, AND SOME OTHERS. IN ANY DECISION, AN INDIVIDUAL
MUST ANALYZE EVERY ASPECT, SCRUTINIZE THE PROS AND CONS, AND AFTER SEVERAL
EVALUATIONS THEN FINALLY DECIDE. THAT IS THE MOST CHALLENGING PART,
NONETHELESS, MAKES AN INDIVIDUAL MORE MATURE IN HANDLING OBSTINATE
SITUATIONS.
THR E E L E V E L S OF M O RA L
DI L E M M A
ORGANIZATIONAL ETHICAL OR MORAL DILEMMA
• AS DISCUSSED BY LAMBERTO ET. AL(2013), AN ORGANIZATIONAL ETHICAL

DILEMMA REFERS TO A SITUATION THAT CAUSES AN ORGANIZATION TO
RESPOND NEGATIVELY OR POSITIVELY TO AN ETHICAL ISSUE THAT AFFECTS
STAFF, SHAREHOLDERS, AND SOCIETY, AS WELL AS CORPORATE ETHICS
AND CUSTOMERS. IT INCLUDES ALSO THE LEADERS' ETHICAL ACTIONS IN
PRESERVING FINANCIAL REPORTING INTEGRITY.
• BASED ON THE ARTICLE OF MICHIGAN STATE UNIVERSITY ONLINE.COM (2020) AND
SMALL BUSINESS CHRON.COM (2019), THERE ARE COMMON ETHICAL ISSUES IN THE
ORGANIZATION SUCH AS:
(1) UNETHICAL LEADERSHIP/BAD LEADERSHIP BEHAVIOR. A LEADER OF THE
ORGANIZATION MUST ACT WITH CANDOR, BE AN EXAMPLE TO HIS SUBORDINATES, WITH
UPRIGHT MORAL VALUES. HE OR SHE DOESN’T ENGAGE IN ABUSE OF LEADERSHIP
AUTHORITY, ACCEPTING INAPPROPRIATE GIFTS AND OTHER RELATED UNETHICAL
LEADERSHIP.
2) TOXIC WORKPLACE CULTURE. A LEADER OF THE ORGANIZATION MUST FOCUS ON THE
DEVELOPMENT OF WORK CULTURE. HE MAKES SURE THAT HIS SUBORDINATES HAVE
WORK-LIFE BALANCE, MOTIVATED AND HAPPY WORKING IN THE ORGANIZATION, IF NOT
THEN THE PERFORMANCE AND PRODUCTIVITY OF THE EMPLOYEES WILL BE AFFECTED.
(3) DISCRIMINATION AND HARASSMENT/ PERIL OF EMPLOYEE FAVORITISM. A LEADER
MUST TREAT FAIRLY HIS OR HER SUBORDINATES AND AVOID ANY FORM OF
DISCRIMINATION AND HARASSMENT.
(4) UNREALISTIC AND CONFLICTING GOALS. A LEADER MUST HAVE REALISTIC
AND VERY CLEAR GOALS SO THAT HIS OR HER SUBORDINATES UNDERSTAND
WHAT THE ORGANIZATION IS GOING THROUGH, HENCE, THEY CAN WORK
TOGETHER THOROUGHLY UNTIL THEY REACH THE GOALS OF THE
ORGANIZATION.
(5) USE OF THE ORGANIZATION’S TECHNOLOGY, SOCIAL MEDIA USE, TECHNOLOGY, AND
PRIVACY CONCERNS. IT IS ETHICAL THAT THE TECHNOLOGY OF THE ORGANIZATION MUST
ONLY USE FOR THE ORGANIZATION’S TRANSACTIONS SOCIAL MEDIA USE WHILE IN THE
OFFICE MUST BE AVOIDED AS MUCH AS POSSIBLE SO THAT IMPORTANT DEALINGS WITH
THE CLIENTS MUST BE PRIORITIZED.
(6) BUSINESS TRAVEL ETHICS. THERE ARE TIMES THAT A LEADER AND AN EMPLOYEE ARE
IN OFFICIAL BUSINESS AND IN DOING THAT, THEY HAVE PER DIEM EVERY MEAL AND MUST
USE THE FUND OF THE ORGANIZATION APPROPRIATELY.
INDIVIDUAL MORAL DILEMMA
• AS MENTIONED BY SMITH (2018), INDIVIDUAL ETHICAL OR MORAL DILEMMA PERTAINS

TO A SITUATION WHERE INDIVIDUALS CONFRONT WITH A NUMBER OF FACTORS SUCH
AS PEER PRESSURE, PERSONAL FINANCIAL POSITION, AN ECONOMIC AND SOCIAL
STATUS WHICH MAY INFLUENCE ALL INDIVIDUAL ETHICAL STANDARDS.
• SOCIALIZATION IS PART OF EVERY INDIVIDUAL'S LIFE. IT IS JUST A QUERY AS TO WHETHER AN
INDIVIDUAL REMAINS AWARE OF DOING WHAT IS GOOD AND WHAT IS RIGHT. THERE ARE TIMES
THAT DUE TO PEER PRESSURE, AN INDIVIDUAL ENGAGES IN A CERTAIN SCENARIO IN WHICH MAY
CHANGE THEIR BEHAVIOR AND ATTITUDE.
• FOR INSTANCE, BEFORE THAT YOUNG PEOPLE, A IS A RESPONSIBLE AND OBEDIENT CHILD TO HIS
PARENTS. WHEN HE MET YOUNG PEOPLE B AND YOUNG PEOPLE C, YOUNG PEOPLE A
TREMENDOUSLY TRANSFORM AS A HUMAN BEING, HIS CHARACTER SHIFTED TO AN
IRRESPONSIBLE, HARD-HEADED, AND A TROUBLE-MAKER.
• THE REASON IS THAT HIS FRIEND YOUNG PEOPLE B AND YOUNG PEOPLE C TAUGHT HIM TO
TAKE ILLEGAL DRUGS. OTHERS, HOWEVER, ARE AFFECTED BY THE FINANCIAL STANDING
POSITION, THE SOCIAL AND ECONOMIC STATUS OF OTHERS THAT EVEN HE IS NOT CAPABLE,
FORCING HIM OR HER THAT HE OR SHE IS AT THE SAME LEVEL AS THEM, PORTRAYS THAT HE
OR SHE BELONGS TO THE GROUP, AND CALLED TO BE AS SOCIAL CLIMBERS.
• A HUMAN BEING SHOULD BEAR IN MIND THAT LIVING IN THIS WORLD IS NOT EASY. HE
MUST BE STRONG ENOUGH TO STAND STILL INDEPENDENTLY AND NOT BE INFLUENCED BY
UNDESIRABLE PRESSURES.
• IT IS ALRIGHT TO ENJOY LIFE AS LONG AS A PERSON KNOWS HIS BOUNDARIES AND
LIMITATIONS AND OTHERS WILL NOT BE AFFECTED BY WHAT HE OR SHE DOES
SPECIFICALLY THE UNWANTED ACTS.
• HUMAN BEINGS MUST NOT BE CONFUSED NOR AMBIGUOUS AND PUT HIMSELF OR
HERSELF IN A DILEMMA WHERE HE DOESN'T KNOW WHAT TO DO AND DECIDE TO WHAT
IS GOOD AND WHAT IS RIGHT.
STRUCTURAL MORAL DILEMMA
• THE STRUCTURAL MORAL DILEMMA IS THAT SELECTING A PROPER SYSTEM OF

RESPONSIBILITIES AND RELATIONSHIPS, WHICH IS A CONTINUING UNIVERSAL
CHALLENGE.
• THERE ARE FIVE CONCEPTS IN THE STRUCTURAL MORAL DILEMMA TO CONSIDER

NAMELY:
(1) DIFFERENTIATION VS. INTEGRATION
THE CONFLICT BETWEEN THE DISTRIBUTION OF JOBS AND THE ORGANIZATION OF
NUMEROUS ACTIVITIES GENERATES A CLASSIC DILEMMA. THE MORE COMPLICATED A
TASK STRUCTURE, THE MORE DIFFICULT IT IS TO SUSTAIN A CENTERED, TIGHTLY
COUPLED ORGANIZATION. WHEN COMPLEXITY GROWS, THE COMPANY NEEDS MORE
COMPLICATED AND EXPENSIVE MANAGEMENT TECHNIQUES. LAWS, REGULATIONS, AND
DIRECTIVES NEED TO BE BALANCED BY LATERAL APPROACHES.
(2) GAP VS OVERLAP

WHEN THE MAIN TASKS ARE NOT EXPLICITLY DEFINED, THE CRITICAL JOB
WILL SLIP THROUGH GAPS. IN A SIMILAR MANNER, FUNCTIONS AND
ACTIVITIES CAN OVERLAP, CAUSING CONFLICT, WASTING TIME, AND
UNINTENDED DUPLICATION OF RESPONSIBILITIES.
(3) LACK OF CLARITY VS. LACK OF CREATIVITY
WHEN EMPLOYEES ARE NOT CLEAR ABOUT WHAT THEY ARE EXPECTED TO DO, THEY OFTEN
ADAPT THEIR TASKS TO PERSONAL INTERESTS INSTEAD OF SYSTEM-WIDE GOALS THAT
OFTEN LEAD TO PROBLEMS. YET WHEN PEOPLE 'S DUTIES ARE OVER DEFINED, THEY
COMPLY WITH THEIR POSITIONS AND PROCEDURES IN A BUREAUCRATIC MANNER. THEY
SPECIFICALLY FOLLOW JOB REQUIREMENTS AS TO HOW MUCH THE SERVICE OR PRODUCT
FAILS.
(4) EXCESSIVE AUTONOMY VS. EXCESSIVE
INTERDEPENDENCE WHEN INDIVIDUALS OR GROUPS ARE TOO INDEPENDENT,
THEY ARE ALWAYS ISOLATED. ON THE OTHER HAND, IF THE UNITS AND
RESPONSIBILITIES ARE TOO CLOSELY CONNECTED, PEOPLE ARE
ABSENTMINDED FROM WORK AND WASTE TIME OR EXCESSIVE
COORDINATION.
• BASED ON THE DISCUSSION ABOVE, TO AVOID STRUCTURAL MORAL DILEMMA THEN
FOLLOWING CHARACTERISTICS MUST BE MAINTAINED:
(1) MUST HAVE WELL-DISTRIBUTED JOBS AND THE LAWS, POLICIES, RULES, AND
REGULATIONS MUST BE BALANCED THROUGH LATERAL APPROACHES.
(2) MUST HAVE AN IMPLICITLY DEFINED JOB DESCRIPTION, ROLES, AND DUTIES TO EVADE
FROM GAPS AND OVERLAPS.
(3) MUST HAVE A CLEAR-CUT EXPECTATION OF THE TASKS IN A WIDE RANGE

OF GOALS
(4) MUST HAVE A WELL-BALANCED INTERDEPENDENCE AND CO0RDINATION.

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MORAL DIL L EM M A S

RONN JOSE PH J . DE L RIO

• THE ABOVE DEFINITIONS CHARACTERIZED MORAL DILEMMA OR ETHICAL DILEMMA AS:

• EVERY HUMAN BEING, EXPERIENCE STRUGGLING TO MAKE A DECISION ESPECIALLY IF THERE IS AN

• A MORAL DILEMMA OR ETHICAL DILEMMA APPLIES TO OUR PERSONAL LIFE, IN A JOB, IN

• AS DISCUSSED BY LAMBERTO ET. AL(2013), AN ORGANIZATIONAL ETHICAL

• AS MENTIONED BY SMITH (2018), INDIVIDUAL ETHICAL OR MORAL DILEMMA PERTAINS

• THE STRUCTURAL MORAL DILEMMA IS THAT SELECTING A PROPER SYSTEM OF

• THERE ARE FIVE CONCEPTS IN THE STRUCTURAL MORAL DILEMMA TO CONSIDER

(2) GAP VS OVERLAP

(3) MUST HAVE A CLEAR-CUT EXPECTATION OF THE TASKS IN A WIDE RANGE

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