Published by: Encyclopedia of Business Ethics and Society

Ethical Decision-Making Framework (Cavanagh) vs. “Thinking Ethically”

By Maggie Pohl

In the article “Ethical Role of the Manager” they cite Gerald Cavanagh’s ethical framework as a method that leaders should take when analyzing moral conflicts. Gerald Cavanagh’s framework outlines four key methods of ethical reasoning: rights and duties, utilitarianism, justice, and care ethics. The main difference that I found was that Cavanagh’s interpretation of care ethics suggests prioritizing long-term employees because of their deeper organizational ties, which can lead to decisions favoring some groups over others. The approach from “Thinking Ethically”, however, emphasizes an equal standard of care across all employees, avoiding bias based on personal relationships. I feel as if this can be misleading in Cavanagh’s framework and potentially open the door to favoritism.

I feel that a solution to this issue, found not only in Cavanagh’s framework but also in “Thinking Ethically,” would be solved with a more participative ethical decision-making process. This would be where managers actively engage and have their teams participate in the moral reasoning behind decisions. I value the ethical framework presented by Cavanagh but want to emphasize the need for constant analysis and reflection to ensure fair and inclusive outcomes. While I feel that Cavanagh’s framework is comprehensive, it may benefit from a broader application or additional team input more closely aligned with the approach discussed in “Thinking Ethically”.