An Analysis of the Canadian Defense Ethics Program Decision-Making Guidance
Abstract
The post-Cold War operating environment, the strategic corporal phenomenon, the war on terrorism, and the increased public demand for ethics and professionalism in the Canadian Defence Force present significant challenges for the Canadian Defense Ethics Program. The problem is that ethical decision making for members of the Canadian Forces is becoming more challenging, while at the same time there is less tolerance of poor ethical decision making. The Canadian Department of Defense implemented the umbrella Defense Ethics Program in 1997 for both federal civil servants and military members. The program does not specifically address the unique professional challenges associated with military ethical decision making. Thus, the central research question of this thesis is whether Defense Ethics Program guidance is effective. Three case studies tested Defense Ethics Program ethical decision-making guidance in comparison to two allied military decision-making models. Defense Ethics Program guidance proved effective in one case study involving a nonoperational ethical dilemma. In two case studies involving operational dilemmas, Defense Ethics Program guidance proved less effective than the two allied military decision-making models. If the Canadian Defense Ethics Program adopted an operationally oriented ethical decision-making model, then it would provide more effective guidance for members of the military. (50 refs.)
Document Details
- Document Type
- Technical Report
- Publication Date
- Jun 18, 2004
- Accession Number
- ADA428670
Entities
People
- John R. Woodgate
Organizations
- United States Army Command and General Staff College