A public service career is more than a job — for many, it is a calling. Government employees make decisions that affect millions of lives and frequently provide services to people who are in the midst of a crisis. They do all of this with a keen focus on being good stewards of taxpayer dollars. While ethical decision-making is essential in any professional setting, it is even more critical, and sometimes more challenging, in government.
There are several ethical models, applicable to many scenarios in government, that are helpful in guiding decision-making.
Utilitarian Framework
Utilitarian decision-making focuses on the outcomes of a decision, aiming to produce the greatest good for the greatest number of people. Utilitarianism can be traced to the writings of Jeremy Bentham, who believed that in order to reach an objective decision on laws and policy, government should choose the policy that would bring about the greatest net benefits to society once the harms had been taken into account.
In government, consider the question of how to allocate limited funding. In deciding between an education program and a healthcare program, you would look at the potential impact of each and choose the one that benefits the most people or has the most significant positive societal impact.
The strengths of this approach are the focus on measurable outcomes and maximizing public welfare. However, this approach can overlook the impact on minority groups and can be difficult to apply to complex social outcomes.
Deontological Framework
The deontological, or duty-based, framework emphasizes following rules regardless of the outcomes. This approach is attributed to the writings of Immanuel Kant (1724-1804), a philosopher who thought it was possible to develop a consistent moral system by using reason.
A straightforward government example would be that of an employee who discovers that a colleague is misusing public funds. Reporting the misconduct is required, as a rule has been broken, and doing so aligns with the principle of integrity. However, if the person makes that report, they do so knowing that it may result in workplace tension or negative publicity.
The deontological approach encourages consistency and adherence to rules, as well as prioritizing accountability and integrity. The black-and-white nature of this approach, with certain actions being inherently right or wrong, can lead to rigid decision-making that results in negative consequences for a large number of people or actually works against the public interest.
Virtue Ethics Framework
Virtue ethics encourages individuals to tap into their personal beliefs in virtues — such as honesty, courage, fairness, and compassion — rather than focus on the consequences or the rules involved. Virtue ethics may have the deepest historical roots, as it was introduced in ancient Greece by Aristotle.
A situation that may call for a virtue-based decision could be that of a public health official facing pressure from political leaders to downplay a health crisis. In deciding to publicize the information, the official might base their action on a belief in honesty and compassion, and draw on their value for courage to find the strength to face potential career consequences.
While the virtue-ethics approach is based on ethical consistency, and encourages moral reflection and development, it is highly subjective.
No Wrong Way to Make a Decision
The frameworks listed above are not an exhaustive list, and no single framework can provide a complete solution to every ethical dilemma. To ensure ethical decision-making, government employees should consider multiple frameworks to help them reach conclusions — weighing the outcomes while also examining rules and personal values.
Ethical decision-making in government is not just about avoiding wrongdoing — it’s about proactively fostering trust, supporting fairness, and considering the common good. By relying on established frameworks, public servants can navigate complex issues and situations with clarity and integrity.
As the founder of GovEvents and GovWhitePapers, Kerry is on a mission to help businesses interact with, evolve, and serve the government. With 25+ years of experience in the information technology and government industries, Kerry drives the overall strategy and oversees operations for both companies. She has also served in executive marketing roles at a number of government IT providers.
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