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The Parable of the Sadhu
| Group V2 |
Case Facts
• Based on a real life incident of Bowen H. McCoy, MD of
Morgan Stanley
• On a trip to Himalaya for 60 days
• During the trek he met people of different nationalities
• One of the New Zealander found an Indian Sadhu
• The Sadhu was shivering & suffering from Hypothermia
Case Facts
• Everybody contributed in reviving the Sadhu
• However, nobody took complete responsibility for the
Sadhu’s well being
Ethical Dilemma
• Every person did their bit for the Sadhu
• However, no one ensured the ultimate well being of the
Sadhu
• Where does the ethical responsibility of an individual end
• Is there something called collective or institutional
responsibility?
Stephen’s Arguments
• Each did their bit as long as it was convenient, then
passed on the buck to others.
• Ponders about how different the action would have been
- “Had the person been a well dressed Asian or a Western
Woman”
McCoy’s Arguments
• At first, McCoy was defensive to Stephen’s arguments.
• Things like Stress, Once in a lifetime opportunity were his
excuses
• But later on, he realized how they ‘walked by an ethical
dilemma without appropriate action’
Parallelism with Workplace
• How to ensure collaborative effort towards end goal
• Synchronizing individual efforts with collective vision
• Reaching consensus and selecting a leader in crunch
situation
• How to ensure group’s support
Deontological Analysis
• Deontology focuses on the act
• Action is moral if the action is universalizable
• However, the end result is not satisfactory in this case
Teleological Analysis
• Teleology focuses on which action would produce the
best result
• In this case, what is the end, completing once in a life
time trip or saving the Sadhu?
Conclusion
• Rule base theories only distinguish between actions that
are morally justifiable and actions that are not
• This case focuses more on the different moral characters
of people, rather than our justifications of the moral
worth of actions.

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The parable of the sadhu- A Case In Ethics

  • 1. The Parable of the Sadhu | Group V2 |
  • 2. Case Facts • Based on a real life incident of Bowen H. McCoy, MD of Morgan Stanley • On a trip to Himalaya for 60 days • During the trek he met people of different nationalities • One of the New Zealander found an Indian Sadhu • The Sadhu was shivering & suffering from Hypothermia
  • 3. Case Facts • Everybody contributed in reviving the Sadhu • However, nobody took complete responsibility for the Sadhu’s well being
  • 4. Ethical Dilemma • Every person did their bit for the Sadhu • However, no one ensured the ultimate well being of the Sadhu • Where does the ethical responsibility of an individual end • Is there something called collective or institutional responsibility?
  • 5. Stephen’s Arguments • Each did their bit as long as it was convenient, then passed on the buck to others. • Ponders about how different the action would have been - “Had the person been a well dressed Asian or a Western Woman”
  • 6. McCoy’s Arguments • At first, McCoy was defensive to Stephen’s arguments. • Things like Stress, Once in a lifetime opportunity were his excuses • But later on, he realized how they ‘walked by an ethical dilemma without appropriate action’
  • 7. Parallelism with Workplace • How to ensure collaborative effort towards end goal • Synchronizing individual efforts with collective vision • Reaching consensus and selecting a leader in crunch situation • How to ensure group’s support
  • 8. Deontological Analysis • Deontology focuses on the act • Action is moral if the action is universalizable • However, the end result is not satisfactory in this case
  • 9. Teleological Analysis • Teleology focuses on which action would produce the best result • In this case, what is the end, completing once in a life time trip or saving the Sadhu?
  • 10. Conclusion • Rule base theories only distinguish between actions that are morally justifiable and actions that are not • This case focuses more on the different moral characters of people, rather than our justifications of the moral worth of actions.