Army Leader Ethics.pdf - UNC Charlotte Army ROTC

138 ■ SECTION 5and to fire if necessary. Then he personally coaxed the civilians out of the shelterand airlifted them to safety.WO1 Thompson’s immediate radio reports about what was happeningtriggered a cease-fire order that ultimately saved the lives of many more villagers.Thompson’s willingness to place himself in physical danger to do the ethically andmorally right thing was a sterling example of personal and moral courage.WO1 Thompson’s choices prevented further atrocities on the ground and demonstratedthat duty-conscious Americans ultimately enforce moral standards of decency. The warcrimes at My Lai, for which LT William Calley was ultimately held responsible, illustratethe tragedies that can result on the battlefield when character and ethics are ignored. Soldiersmust have the personal and moral courage to block criminal behavior and to protectnoncombatants.Ethical choices may be between right and wrong, shades of gray, or two rights. Someproblems center on an ethical dilemma requiring special consideration of what is mostethical. Leaders use multiple perspectives to think about an ethical problem, applying allthree perspectives to determine the most ethical choice. One perspective comes from theview that desirable virtues such as courage, justice, and benevolence define ethical outcomes.A second perspective comes from the set of agreed-upon values or rules, such as the ArmyValues or rights established by the Constitution. A third perspective bases the decision’sconsequences on whatever produces the greatest good for the greatest number.Army Values are the gluethat binds togethermembers of your nobleprofession.Ethical OrdersMaking the right choice and acting on it when faced with an ethical question can be difficult.Sometimes it means standing firm and disagreeing with the boss on ethical grounds. Theseoccasions test character. Situations in which a leader thinks an illegal order is issued canbe the most difficult.Under normal circumstances, a leader executes a superior leader’s decision with energyand enthusiasm. The only exception would be illegal orders, which a leader has a duty todisobey. If you perceive that an order is illegal, you should be sure you fully understandthe details of the order and its original intent. You should seek immediate clarification fromthe person giving the order before proceeding.If the question is more complex, seek legal counsel. If it requires an immediate decision,as may happen in the heat of combat, make the best judgment possible based on the ArmyValues, personal experience, critical thinking, and previous study and reflection. If you chooseto disobey what you think may be an illegal order, it may be the most difficult decision you’llever make. Nonetheless, that is what competent, confident, and ethical leaders should do.While a leader may not be completely prepared for the complex situations, spendingtime to reflect on the Army Values, studying, and honing personal leadership competencieswill help. Talk to superiors, particularly those who have done the same.Ethical dilemmas are nothing new for military leaders. Although it often seems criticalto gain timely and valuable intelligence from insurgent detainees or enemy prisoners, whatmeasures are appropriate to obtain vital information from the enemy that could save lives?Vaguely understood instructions from higher headquarters could present one reasonsubordinates sometimes push the limits past the framework of what is legal, believing theyare doing their duty. Nothing could be more dangerous from an ethical perspective, andnothing could do more harm to the reputation of the Army and its mission.