In Ethical Decision Making by Individuals in Organizations: An Issue-Contingent Model, Thomas M. Jones relies on the idea of “moral intensity,” which he describes as “a new set of variables” affecting ethical decisions (Jones). This model shows how ethical decisions shift with perceived consequences, indicating that not all ethical issues are viewed or acted upon with the same importance. Jones’s model, based in social psychology, suggests that the perceived intensity of a moral issue impacts each step of decision-making, from awareness to action.

This model reminds me of an unethical situation I noticed at school. A colleague was misusing school resources, and although I knew it was wrong, I hesitated to act because the consequences seemed minimal and I did not want to be “that guy”. With Jones’s framework, the lower “moral intensity” explains my reluctance to report it. Looking back, if the consequences had been greater or impacted others, I might have acted differently. Jones’s model shows how perceived seriousness shapes our response.

Jones’s model also relates to corporate scandals like Enron, where employees likely observed unethical practices but may not have grasped the full consequences. This “issue-contingent” nature of ethics shows how individuals sometimes overlook small ethical breaches that grow into major problems. While everyday decisions suggest early action, corporate scandals show how a lack of action due to perceived low intensity can lead to systemic failures. Jones’s model reminds organizations that preserving integrity and trust requires addressing ethical issues early, regardless of perceived intensity.