Understanding Badaracco’s ‘Right vs. Right’ Framework
In business, ethical issues are typically viewed as right or wrong decisions, but in truth, they can be more complex, especially when an issue has multiple ways of being handled. Joseph L. Badaracco, an esteemed professor at Harvard Business School, brought forth his ‘right vs. right’ framework that leaders use to address different ethical dilemmas. Leaders use this framework to determine not if a decision based on a dilemma is good or bad but view it as multiple pathways that lead to different outcomes.
Badaracco explains that several components should be considered when analyzing a dilemma. The first component is End-Based Thinking, or Utilitarianism. This approach looks at the possible outcomes of decisions, and whichever decision creates the greatest good for the greatest number of people should be chosen. A leader using this perspective will look at the benefits and harms of the possible decisions and choose whichever will have the most positive impact.
Next, there is the Rule-Based Thinking, or Deontological Ethics, component. When leaders use this form of decision-making, they follow rules or principles that have already been established despite the consequences of their decisions. A leader who chooses to follow this concept of decision-making will implement this type of decision-making, which focuses on the integrity and consistency of their actions based on these ethical norms.
Finally, there is Care-Based Thinking, or the golden rule. Leaders who follow this form of decision-making typically focus on empathy and reciprocal relationships. To follow this concept, a leader needs to put themselves in another’s shoes and consider they would like to be treated if they were placed in a similar dilemma.
Leaders can use end-based thinking in any business scenario. For example, let’s consider that a company is having financial issues and has to choose to lay off a large number of employees or keep all of them and run the risk of going bankrupt. A leader that uses End-Based thinking could choose to lay off its employees to ensure the company can survive in the long run, protect those employees’ jobs, and meet the interests of its shareholders.
Leaders who follow Rule-Based Thinking must consider their ethical duties towards their employees, such as promises of a secure job and fair treatment. For example, if a company has a policy that is against laying off its employees, leaders would abide by that policy to keep their integrity and the trust of their employees
Finally, Care-Based Thinking leaders are typically empathetic toward their employees and may look for alternatives to avoid laying them off. This could include issuing temporary pay cuts, reducing working hours, or even offering programs for voluntary leave. These choices could minimize the negative impact on the employees and address their company’s financial problems.
According to Badaracco, there are six steps to decision making:
- Recognize the Dilemma — Leaders must realize that a decision they are making involves a dilemma of right vs. wrong. Being aware of this situation will allow leaders to be more thoughtful in their decision-making process and approach making a decision systematically.
- Analyze the Options — Leaders will then need to consider all possible options to solve the dilemma, using the three different concepts mentioned previously to examine the situation.
- Engage Stakeholders — Before leaders make a final decision, they should consult with all stakeholders that their decision will impact. Consulting with different stakeholders will allow leadership to gain different perspectives about how their decision to the dilemma will impact them, and it will build a sense of inclusion and fairness.
- Reflect on Values — Leaders must consider their personal values and the values of their company. This will ensure that their decisions meet at least one of these core principles.
- Make the Decision — Once leaders have analyzed their dilemma and considered possible decisions to correct it while considering their values, they will need to decide confidently that they are choosing the best option. They must also be transparent about the decision by clearly communicating their reasons for the choice and what they expect the outcome to be.
- Evaluate the Outcome- After the decision has been implemented, they will need to evaluate the impact of the decision. By looking at the results, it can inform leadership about future dilemmas and how they should handle them.
Badaracco’s right vs. right framework is a valuable tool for making difficult ethical decisions. It highlights the importance of balancing competing values by considering different ethical perspectives.
