Acting on Values: An Ethical Dead End for Public Servants by John W.

Langford Executive Summary by Brian Bell How are we to ensure that public servants individually and in groups act ethically? Public Service Ethics Development in Canada Late 1970's Now: Gradual shift from rules-based ethics to values based ethics. Rules-based: specific prescriptions for a wide-variety of ethical situations referred to as mechanistic, paternalistic, reactive, legalistic, burdensome, dull...but clear Values-based: a framework of core values that represents shared beliefs of the organization expected to guide and justify individual actions that adhere to these shared standards Problems with Values Approach in Ottawa

October 26, 2011

1. Identification of values is inconsistent: 1. Types of values are often broad and value advocates disagree if they are popular or universal. 2. Value surveys typically dont cover all members of public service (mostly managers). 3. Even if values can be articulated and accurately discovered, if they are found to be in the majority, does that legitimize them? 2. Too many values 1. Federal core value counts range from 25 to 164. 2. If everything is important, nothing is important. 3. Value shopping and conflict 1. If conflicting values exist, the irresponsible public servant can rationalize most actions by cherry-picking from the long value list, while the responsible public servant is often stuck. 2. If a large number of values are all recognized as core values, then how can the claim based on one value be more significant than the claim based on another? 4. Plasticity of Specific Values 1. The debate and reshaping of specific values such as merit or accountability means to deflate or inflate the meaning which makes taking concrete, agreed-upon action difficult. 5. Non-ethical Values 1. The separation of values into ethical and non-ethical (democratic, professional, people)) is confusing given that any value can have ethical implications if it is the rationale for action. Real World Response 1. Public servants typically start with values (gut feeling) but ultimately weigh the consequences of an action more in their decisions. 2. Focused on decisions that maximize the interests of all affected; public interest over private. Recommendations 1. Be clear about what values are and how to identify them accurately in an organization 2. Explicitly demonstrate the values legitimacy 3. Less is more (fewer core values are more utilizable) 4. Define core values clearly 5. Realize its ALL ethical 6. Provide value conflict guidance
Reference: Langford, J.W. (2004). Acting on values: an ethical dead end for public servants. Canadian Public Administration, 47(4): 429-450.

Acting on Values: An Ethical Dead End for Public Servants by John W. Langford Executive Summary by Brian Bell

October 26, 2011

Discussion Questions 1. To what degree should values be incorporated in public service ethics? 2. Is it possible to discover foundational core values that cant be avoided and that can be consistently utilizable? Eg. Peter Aucoin's three fundamental values: primacy of the rule of law, impartiality in administering public services, public service as a public trust. 3. What are the implications of consequentialism that ignores individual values? 4. Quote for thought: by Arthur Allen Leff- Duke University 1. I want to belive and so do you in a complete, transcendant and immanent set of propositions about right and wrong, findable rules that authoritatively and unambiguously direct us how to live righteously. I also want to believe and so do you in no such thing, but rather that we are wholly free, not only to choose for ourselves what we ought to do, but to decide for ourselves, individually, and as a species, what we ought to be. What we want, Heaven help us, is simultaneously to be perfectly ruled and perfectly free, that is at the same time to discover the right and the good and to create it.

Reference: Langford, J.W. (2004). Acting on values: an ethical dead end for public servants. Canadian Public Administration, 47(4): 429-450.