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Ashford, Elizabeth, , . Utilitarianism, Integrity, and Partiality
2000, Journal of Philosophy 97(8): 421-439.
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Introduction: Bernard Williams’s integrity objection against utilitarianism has made a very influential contribution to the view that utilitarianism is so demanding that it cannot be a serious option. Utilitarians, on the other hand, have generally denied that a suitably sophisticated version of utilitarianism is incompatible with agents’ integrity. I argue here that, if we examine what a valuable conception of integrity consists in, we can see that it actually commits us, in the current state of the world, to extremely demanding moral obligations, on any plausible account of our moral obligations, including Williams’s own. I then argue, however, that any such account of these obligations has difficulty in providing a rationale for how a fundamental conflict between them and agents’ pursuit of their personal projects can be avoided. I conclude that it is, in fact, a strength of utilitarianism that it acknowledges that this conflict cannot be resolved and makes explicit the extent to which our integrity is currently compromised. I lastly argue that there is a practically realizable state of the world in which utilitarian moral obligations would not seriously conflict with agents’ pursuit of their personal projects.

Comment: This text offers a discussion of some of the major objections to utilitarianism. It is useful as a core reading in teaching advanced modules on moral theories, or as a further reading in a more general ethics course.

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Graham, Jody L., , . Does integrity require moral goodness?
2001,
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Added by: Clotilde Torregrossa, Contributed by: Simon Fokt

Abstract: Most accounts of integrity agree that the person of integrity must have a relatively stable sense of who he is, what is important to him, and the ability to stand by what is most important to him in the face of pressure to do otherwise. But does integrity place any constraints on the kind of principles that the person of integrity stands for? In response to several recent accounts of integrity, I argue that it is not enough that a person stand for what he believes in, nor even that he is committed to and stands for what, in his best judgement, is morally right. In our web of moral concepts integrity is internally related to a host of virtues which exclude weakness of will and dogmatism, and presuppose trustworthiness. Integrity requires that the principles stood for must be those that a morally good, morally trustworthy agent would stand for, and that the agent himself is morally trustworthy.

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Paine, Lynn S., , . Managing for Organizational Integrity
1994, Harvard Business Review 72 (2):106-117.
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Added by: Clotilde Torregrossa, Contributed by: Simon Fokt

Abstract: An integrity-based approach to ethics management combines a concern for the law with an emphasis on managerial responsibility for ethical behavior. Though integrity strategies may vary in design and scope, all strive to define companies’ guiding values, aspirations, and patterns of thought and conduct. When integrated into the day-to-day operations of an organization, such strategies can help prevent damaging ethical lapses while tapping into powerful human impulses for moral thought and action. Then an ethical framework becomes no longer a burdensome constraint within which companies must operate, but the governing ethos of an organization.

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