1. TLO Action: Employ the Army Ethic in Leadership Positions
Conditions: This task can be integrated and performed within other programs of instruction (e.g. BOLC-B, WOBC, AIT) in a synchronous classroom environment or an asynchronous e-learning environment using a computer based program that integrates the performance measures. Standard MOPP 4 conditions do not exist for this task. See the MOPP 4 statement for specific conditions.
Standard: The learner must demonstrate comprehension of the task in accordance with the performance measures verbally through class participation and in the decisions and actions of the learner throughout the course. Refer to evaluation guidance for more information. Learning Domain is Cognitive, level of learning is Comprehension.
701L-COM-2201

2. Recognize the Conflict
“Ethical Reasoning” Model
Recognize the Conflict
Evaluate the Options
Commit to a Decision
ACT
Thinking
Motivation
Acknowledging that an Ethical Conflict exists, defining it, and identifying the conflicting rules/virtues/ outcomes/etc.
Evaluating the possible Courses of Action using the Ethical Lenses.
Choosing and committing to the best Ethical course of action.
Acting on your Ethical decision.
Recognize the Ethical Conflict (problem, dilemma, etc.). If you cannot see it, you cannot do any thing about it. Training needs to include scenarios that will build Soldier experience level to promote the recognition of moral/ethical conflicts and aspects. This is especially true in our aspiring professionals, initial entry Soldiers and Civilians in their probationary period (most inexperienced). We want them to recognize and report conflicts/problems even if they are unsure what to do.
Evaluate your Options with the Ethical Lenses – Think of all Courses of Action. Apply all three lenses to each CoA. Come up with your most reasonable CoAs.
Commit to a Decision – from your set of CoAs, pick and commit to one. Commitment involves taking responsibility of the decision and being accountable for it. It’s yours – the best you could do with the available info in the allotted time. Although you may look back later and choose differently, for now it is the solution – put your best effort into it.
ACT – the behavior step ruled by motivation – the only part that others see because until now the steps were inside your head (cognitive). Many Soldiers interviewed say “I knew what the right thing to do was – I just didn’t do it”. Doing the “Harder Right”…

3. Using the “Ethical Lenses”
(perspectives)
RULES
Is there a Rule/Regulation that applies to the Course of Action (CoA)? Look at law, regulations, rules of engagement, policies, etc. Know the difference between guidance and orders.
OUTCOMES
Think of and compare possible outcomes for the CoA. A CoA benefitting the greatest number of affected persons may be the best solution.
We call the three perspectives described by FM 6-22 “Ethical Lenses”.
Rules are those specifications that a group or groups agree to follow – laws, treaties, rules of engagement, etc.
Outcomes are the foreseeable results of action/behavior.
Virtues are those components of “moral and good” human beings that transcend most cultural differences between civilized societies. Many Ethicists consider virtues to be the basis for other constructs like values and morals. Many times all these terms are used interchangeably.
We peer through various lenses to address the different aspects of a event or problem.
In general because of the way our brains work, we tend to solve problems in ways that are quick and/or have worked for us before.
We may not always look for a rule/regulation/professional norm that defines the solution, or consider the factors to produce the best outcome, or compare our personal virtues learning from similar situations.
Note that it is important to “look” through all these lenses to ensure all aspects in the Ethical Situation are considered.
Leaders use multiple perspectives to think about ethical conflicts, applying all three perspectives to determine the most ethical solution.
Applying all three Ethical lenses considering virtue, rules, and outcomes to each Course of Action is called “Ethical Reasoning”.
Finally, look at the COA in light of professional and personal virtues. COAs that seem to be applicable to a conflict but can not be reconciled with the moral principles of the Army Ethic, Army Values, and your personal core virtues are suspect for leading to moral/ethical error.
VIRTUES

4. Recognize the Conflict
“Ethical Reasoning” Model
Evaluate the Options
Commit to a Decision
Recognize the Conflict
ACT
RULES
VIRTUE
OUT
COME
Thinking
Motivation
Acknowledging that an Ethical Conflict exists, defining it, and identifying the conflicting rules/virtues/ outcomes/etc.
Evaluating the possible Courses of Action using the Ethical Lenses.
Choosing and committing to the best Ethical course of action.
Acting on your Ethical decision.
We add these Ethical Lenses to the Rest Model to form an Ethical Reasoning Model.
Recognize the Ethical Conflict (problem, dilemma, etc.). If you cannot see it, you cannot do any thing about it. Training needs to include scenarios that will build Soldier experience level to promote the recognition of moral/ethical conflicts and aspects. This is especially true in our aspiring professionals, initial entry Soldiers and Civilians in their probationary period (most inexperienced). We want them to recognize and report conflicts/problems even if they are unsure what to do.
Evaluate your Options with the Ethical Lenses – Think of all Courses of Action. Apply all three lenses to each CoA. Come up with your most reasonable CoAs.
Commit to a Decision – from your set of CoAs, pick and commit to one. Commitment involves taking responsibility of the decision and being accountable for it. It’s yours – the best you could do with the available info in the allotted time. Although you may look back later and choose differently, for now it is the solution – put your best effort into it.
ACT – the behavior step ruled by motivation – the only part that others see because until now the steps were inside your head (cognitive). Many Soldiers interviewed say “I knew what the right thing to do was – I just didn’t do it”. Doing the “Harder Right”…

5. Reflection What is the main take away from what you learned?
Why do you think it is important to understand the material?
How will this information benefit you in the future?