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Ayn Rand, Non-Atomistic Individualism, and the Dangers of Communitarianism – Article by G. Stolyarov II

Ayn Rand, Non-Atomistic Individualism, and the Dangers of Communitarianism – Article by G. Stolyarov II

The New Renaissance Hat
G. Stolyarov II
September 8, 2012
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James Joseph argues in “Ayn Rand’s Paradox” that Rand’s “defense of individual freedom provides a self-defeating apologia for the American welfare state.” Mr. Joseph’s essay takes the communitarian view that, without the bulwark of “natural community” (including “shared duties” or “natural duties and obligations” or “claims from direct community”), the individual becomes increasingly reliant on government for every benefit in life.

Yet Mr. Joseph’s analysis portrays Ayn Rand as espousing a view that no serious thinker has ever held – the canard of atomistic individualism, which is often used by communitarians against those who do not think that communities can exist as superior entities apart from and greater than the individuals who constitute them. Mr. Joseph believes that “In fact, American statism’s apologia is the individual freedom so touted by Ayn Rand, complete with her denial of the claims of the community on the individual. One need look no further than the ‘Life of Julia’ campaign  to see that American statism is built around the idea of highly independent, atomized individuals that cannot be bothered with claims from direct community.”

True individualism is far from atomistic, and Rand saw this clearly. She wrote, for instance, that “Man gains enormous values from dealing with other men; living in a human society is his proper way of life—but only on certain conditions. Man is not a lone wolf and he is not a social animal. He is a contractual animal. He has to plan his life long-range, make his own choices, and deal with other men by voluntary agreement (and he has to be able to rely on their observance of the agreements they entered).” (“A Nation’s Unity,” The Ayn Rand Letter, II, 2, 3)

But Rand also correctly saw the individual as being primary and precedent to any “community” or “society” – although the conditions of a society can certainly constrain or empower an individual. In response to the questions “Is man a social animal?” and “Can he develop only in society?” Rand stated: “Man does live in society, not on a desert island. But that does not mean society ‘develops’ him. The expression ‘develops in society’ implies that man is a social animal. I believe no such thing. The issue here is: What is primary in a man’s development, society or his mind? Of course, his mind has primacy. Society cannot make or unmake him. An immoral society can mangle him and make it enormously difficult for him to develop properly psychologically. A rational society can help a man’s development a great deal. In a mixed society, the best minds and those who are strongest morally might withstand the pressure from society, whereas the average person will find it beyond his individual capacity and give up. Society cannot form a person. It cannot force him to accept ideas; but it can discourage him. Nevertheless, that doesn’t make man a social animal.” (Ayn Rand Answers: The Best of Her Q&A, edited by Robert Mayhew)

Rand properly recognized that individuals are not better off in insulated vacuums, apart from all other people. She acknowledged that man stands to gain greatly from interactions in society – but he can also come to great harm thereby. The question for Rand, and for all individualists, is not whether one should stand apart from society, but rather which relationships within society are most conducive to the flourishing of the individual, and which are to his detriment. Rand’s answer is that the conducive relationships are those of mutual benefit, where values are exchanged among all parties involved, and all parties seek to be better off and grant their consent to the arrangement. While Mr. Joseph thinks that, in this approach, “Ethics is collapsed into economics,” the truth is more complex and subtle. Economics describes the outcome of people’s existing value judgments (in the form of market prices, interest rates, and other phenomena) and does not directly comment on what individuals ought to value. It explains ubiquitous laws of human action that hold no matter what people happen to prefer.  Ethics, on the other hand, is directly concerned with what an individual should want to have and do – what a good life consists of and how it might be attained. Economics can inform you of the influences that result in the price of food, but it cannot tell you whether you ought to pursue food in the first place.

Rand’s Objectivist ethics arrives at the ultimate value of the individual’s life by recognizing that the very existence and meaningfulness of the idea of “value” depends on a living being that is capable of pursuing values. She writes, “The existence of inanimate matter is unconditional, the existence of life is not: it depends on a specific course of action. Matter is indestructible, it changes its forms, but it cannot cease to exist. It is only a living organism that faces a constant alternative: the issue of life or death. Life is a process of self-sustaining and self-generated action. If an organism fails in that action, it dies; its chemical elements remain, but its life goes out of existence. It is only the concept of ‘Life’ that makes the concept of ‘Value’ possible. It is only to a living entity that things can be good or evil.” (“The Objectivist Ethics” – quotation from John Galt’s speech in Atlas Shrugged)

Unlike an individual human, a collective of any sort cannot, qua collective, breathe, eat, move, or perform any unitary action. To say that a collective can “act” is a misleading figure of speech. Such an “action” can be no more than an aggregation of the extremely disparate and individually motivated actions of a group’s members or participants. The relationships among a group’s members can be quite sophisticated, it is true, but they do not supersede – in terms of either their existence or their moral worth – the essential, indivisible, and indissoluble individualities of the participants.

That brings us to the substance of the disagreement. Mr. Joseph seems to infer that Rand’s individualism is incompatible with relationships within the family – such as the care for parents and children – or within a neighborhood – such as local mutual-aid societies or groups of volunteers. I do not see any reason why such incompatibility need be the case. The exchange of values can readily occur in these circumstances, even in the absence of formal legal contracts or direct exchanges of money. Values are far broader than money and can consist of intangible goods and services – such as friendship, intellectual improvement, esthetic enjoyment, and even love (see my essay “A Rational View of Love” for a detailed discussion). The key principle governing such relationships, to the extent that they are beneficial, is that they should be based on mutual consent as much as possible. Even in cases where full informed consent cannot be given – as with children, pets, or senile elders – consent should be sought to the extent that a living creature is capable of exercising it non-destructively, and a presumption must always exist that a dependent creature would act in a life-preserving and life-enhancing manner if it had greater knowledge and ability to do so.

A respect for the principle of consent in relationships of dependency would imply, for instance, that children should not be forced to accept styles of clothing which they detest or espouse opinions which they do not personally hold through their own conviction; that pets should not be humiliated or restrained from non-destructive inclinations; and that elders should not be infantilized and should be empowered to manage their own affairs to every extent their physical faculties (in combination with technology) permit.

What Rand detested, and what many individualists likewise abhor, is the idea of top-down or compulsory “community” – of the sort that tries to deliberately (inevitably, through the wishes of some central planner or committee thereof) herd people into artificially constructed relationships for the purpose of building “togetherness” (or some comparably disingenuous justification). Compulsory national “service” – be it military or civilian – is the prime example of such exploitation of individuals in order to fulfill the power ambitious of the elites creating the “communities” of cannon fodder or work drones.

Additionally, a misguided perception of the purpose of societal interactions can lead to good people being subverted and shackled by their moral lessers. A misperceived sense of the value of “community” for its own sake (apart from any values for the individuals involved) could lead to the persistence of abuse within families; the continual funding of corrupt, dysfunctional, and even perverse churches or other civic organizations due to ingrained guilt or a sense of disembodied obligation among the contributors; the tolerance of incompetent “old boys’ networks” running local governments, because they are part of the “social fabric” and a deference to tradition prevents their being supplanted by a meritocracy. This kind of perverse communitarianism is a prime example of what Rand called “the sanction of the victim” – as it cannot thrive without the endorsement and participation of the good people who create resources upon which the abusers and parasites prey.  In even worse times and places, the willingness to accept communities over and above individuals has led to thoughtless conformity about the desirability of harming individuals perceived as being “other” or “outside” of the community – persons of different skin colors, national origins, religions, peaceful lifestyles, or peaceful political persuasions.  The vicious tribalist impulse is still strong in all too many humans, and it should not be stoked.

A misguided communitarianism has already resulted in the mangling of the first two decades of most Americans’ lives in the form of compulsory “public” schooling – where academic learning takes second stage to “socializing” the students with one another, which typically means that the best of them will be mercilessly bullied by the worst, while the rest lose themselves in pointless fads and clique rivalries. The travesty of compulsory public schooling serves as a prominent demonstration that – while Mr. Joseph seeks to posit an opposition between the Leviathan and communitarianism – the two go hand-in-hand more often than not. The Leviathan often employs communitarian rhetoric while representing itself as the entity that gets to define and structure the “community” in question.

Are we dependent on other people for much of what is good in life? Certainly! But this, far from requiring a communitarian viewpoint, is actually the implication of a consistent individualism. No one person can know everything or learn to do everything. In order for each of us to maximize our well-being, we need to specialize in some activities while relegating the rest to our fellow humans – with whom we then exchange the fruits of our respective labor. In a market economy based on the principle of individualism, each of us literally depends on the efforts of millions of others to produce the goods and services we daily enjoy.  Truly sustainable economies and societies – ones that operate without degenerating into violence or mass poverty – require that we treat others with the respect needed to facilitate these ongoing transactions. With a small circle of these individuals, we are able to form even closer ties, where formal transactions are not required to maintain ongoing value-trades. In a household, for instance, it is simply more efficient to keep a rough mental picture of other participants’ contributions, rather than itemizing everything in minute detail. Furthermore, the ability to closely trust others in one’s family (provided that it is a good one, without abuse, deception, or exploitation) eliminates the need for most of the typical safeguards of commerce among strangers. Similarly, a custom of volunteer work in one’s neighborhood might result in the capture of certain “positive externalities” – such as the benefits of cleaner streets, happier (and therefore more productive and peaceful) residents, and lower rates of vandalism and other crimes.

Perhaps Ayn Rand’s individualism, properly understood, would allow for precisely the ideal sense of the “natural community” that Mr. Joseph extols – one in which individuals engage in a variety of interactions (many of them non-monetary) to mutual benefit and thereby develop strong ties. Unfortunately, in practice, the explicit idealization of the “community” has not been an effective way of achieving such an outcome. It has, indeed, resulted in the very opposite: an insidious and manipulative elite, or a conformist and prejudiced majority (often incited by that same elite), limiting the freedoms and sometimes ruining the lives of those who wish to use their rational faculties to find a better way.

An Atheist Transhumanist Critique of TheThinkingAtheist’s “Afterlife” Video – Video by G. Stolyarov II

An Atheist Transhumanist Critique of TheThinkingAtheist’s “Afterlife” Video – Video by G. Stolyarov II

Mr. Stolyarov, an atheist and transhumanist, critiques the video “Afterlife” – is a compilation of remarks by Seth Andrews (TheThinkingAtheist) and other famous YouTube atheists regarding the religious concept of life after death. However, the video goes beyond merely (correctly) critiquing ideas of the afterlife, and reflects an unfortunate acceptance of human mortality itself. The “Afterlife” video does present many interesting and valid insights, but it unfortunately throws the metaphorical baby — indefinite human life extension, driven by scientific discoveries and technological innovation — out with the bathwater — religious myths of an afterlife, unsubstantiated by evidence and arising out of a desire to attain comfort in the face of mortality.

Commentators to whom Mr. Stolyarov responds include DarkMatter2525, DPRJones, Evid3nc3, HealthyAddict, Laci Green, Thunderf00t, Mark Twain, and Vladimir Nabokov. He invites any of these commentators (except, of course, Twain and Nabokov) to discuss these ideas further.

Remember to LIKE, FAVORITE, and SHARE this video in order to spread rational discourse on this issue.

Support these video-creation efforts by donating at The Rational Argumentator: http://rationalargumentator.com/index.html

References:
– “Afterlife” – Video by TheThinkingAtheist
– “An Atheist Transhumanist Critique of TheThinkingAtheist’s ‘Afterlife’ Video” – Essay by G. Stolyarov II
– “The Movement for Indefinite Life Extension: The Next Step for Humankind” – Article by G. Stolyarov II
– Resources on Indefinite Life Extension (RILE)
– “The Real War – and Why Inter-Human Wars Are a Distraction” – Video by G. Stolyarov II
– “How Can I Live Forever?: What Does and Does Not Preserve the Self” – Essay by G. Stolyarov II
– “Maslow’s hierarchy of needs” – Wikipedia

An Atheist Transhumanist Critique of TheThinkingAtheist’s “Afterlife” Video – Article by G. Stolyarov II

An Atheist Transhumanist Critique of TheThinkingAtheist’s “Afterlife” Video – Article by G. Stolyarov II

The New Renaissance Hat
G. Stolyarov II
July 21, 2012
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The video “Afterlife” is a compilation of remarks by Seth Andrews (TheThinkingAtheist) and other famous YouTube atheists regarding the religious concept of life after death. However, the video goes beyond merely (correctly) critiquing ideas of the afterlife, and reflects an unfortunate acceptance of human mortality itself. As a lifelong atheist and transhumanist – a resolute foe of senescence and death and a seeker of indefinite life extension – I offer my critiques of the statements and quotations made in this video. The video does present many interesting and valid insights, but it unfortunately throws the metaphorical baby – indefinite human life extension, driven by scientific discoveries and technological innovation – out with the bathwater – religious myths of an afterlife, unsubstantiated by evidence and arising out of a desire to attain comfort in the face of mortality. As much as I respect Mr. Andrews and others quoted here, I must regretfully conclude that “Afterlife” embraces the other side of the religious coin: the premise that the only way to try to beat back the alleged inevitability of one’s eventual non-existence is through an unsubstantiated fantasy. But there is another, fully secular, fully human-centered option: the progress of our civilization and its eventual ability to conquer the age-old (and old-age) perils plaguing humankind.

I would welcome an in-depth discussion with Mr. Andrews or any of the other commentators in the video regarding this alternative to the religious afterlife – an alternative that can affirm and extend the precious, only life that each of us has. I hope that more atheists can recognize that transhumanism is the logical implication of rejecting a teleological, theistic worldview and amplifying all that is best about us as humans, so that the purpose of the universe can be what we make of it.

Vladimir Nabokov: Although the two are identical twins, man, as a rule views the prenatal abyss with more calm than the one he is heading for (at some forty-five hundred heartbeats at hour).

My Response: In the “prenatal abyss”, one has never been alive, so one does not know what one is missing – or that one is missing, in fact. But once one is alive, one is able to anticipate one’s own non-existence – which is the worst fate of all for an individual, worse than eternal torture or eternal boredom (neither of which is realistic in any case). Furthermore, when one is alive, one has the ability to discover the history that came before one’s time. One has no way of knowing or observing the future after one’s death.

Mark Twain: I do not fear death. I had been dead for billions and billions of years before I was born, and had not suffered the slightest inconvenience from it.

My Response: Being dead presupposes having once been alive. Having never existed makes one a mere potential among trillions of possible beings. Having existed once but not anymore means that one’s entire self – a fully formed universe of memories, sensations, thoughts, and aspirations – has become snuffed out. For each of us, there was a time when we did not have all that we have now: our lives. But, now that we have it, to lose it would be intolerable. It would literally be the undoing of everything we have ever been or done or aspired toward.

DarkMatter2525: The universe would continue in its ways if humanity weren’t here to witness it.

My Response: True, but to the individual, it is the same as if the entire universe has been extinguished. Whatever goes on after one’s death, one cannot experience it or be aware of its existence – and hence the only significance it might have is in terms of one’s anticipation of how it might be. That anticipation can only take place while one is alive and is necessarily fraught with extreme uncertainty. It cannot compare to the real thing – to living in the future. I want to live a millennium from now, not merely speculate about how it might be.

HealthyAddict: The universe is absolutely massive, and we are virtually insignificant in it.

My Response: The vastness of the universe in no way diminishes the significance of the individual. What is valuable, what is important is a function of entities that can pursue values or make judgments of importance. Only living, conscious entities can actively pursue values – and the very idea of values only makes sense in the context of the survival and flourishing of such living, conscious entities. The universe is vast, but the lives of humans and possibly other sentient beings are still of the ultimate importance – since it is the human scale on which valuation occurs. Size and importance are not related.

Another sense of the term “insignificance” might simply be “powerlessness” or “vulnerability” – without a moral judgment attached. It is true that humanity is still in its infancy, and still extremely fragile. Numerous natural disasters, originating on earth or in outer space, could severely damage or destroy our species. But this should only motivate us to expand our sphere of influence through technology and its application to the colonization of space and the enhancement of our bodies. If we are weak relative to the inanimate forces of the universe, then we must become stronger – as individuals and as a species.

Evid3nc3: I see no evidence that the rest of the universe cares that we exist or is even capable of caring. But I don’t really need validation from the rest of the universe to find my own life important.

My Response: I agree. There is no teleology built into the universe. What this means is that we must do our own caring; we cannot rely on the universe as a crutch – except in that we should utilize the laws of nature as instruments to advance our well-being. It is up to us to protect ourselves and expand our sphere of influence in the universe. And we should all, like Evid3nc3, find our own lives important – which is precisely why we should make every effort to prolong our lives – which are the source of that ultimate importance for us.

Laci Green: It’s just absurd to me how many people live for dying.

My Response:  I agree that it is wrong to live for dying or to anticipate that one’s individuality and vantage point into the world will persist after one’s physical body is destroyed. Rather than live for dying, one should live for living – and act to keep on living. To do so, one should support (at least morally) the emerging efforts to prolong human lifespans. One should also educate oneself about the possibility of indefinite life extension within the coming decades, as well as the developments that are occurring today to help bring this goal closer to reality.

Seth Andrews: I think fragile, fearful humans were terrified of death, and so they wrote their own ending to the story – this happy fantasy, a place where they’ll be reunited with people they’ve lost, they’ll experience constant joy, and of course they’ll never, ever die.

My Response: I think this is indeed the predominant motivation behind the origins of religion. People who could not hope to avoid death through technology sought to comfort themselves and to make everyday pursuits more tolerable by convincing themselves that their existence does not cease at death. In effect, religion is ersatz-immortality: a poor substitute for the real thing, but enough to trick many people into not realizing the grave implications of death. But in an era when technology is advancing so rapidly that there is hope for us and our contemporaries to live indefinitely – there are two main attitudinal dangers. The first danger is continuing to believe that the ersatz-immortality is good enough and that it justifies not striving hard for the real thing. The second is the other side of the same coin – unfortunately embraced by too many atheists: rejecting both the ersatz-immortality and the real thing, abandoning the most profound triumph for our species, when we are – in historical time – on the verge of achieving it. I support abandoning the fantasy, but I do not support relinquishing the reality – literally – and acquiescing to becoming food for worms.

DPRJones: The concept of an afterlife diminishes the value that we place on our lives and the here and now.

My Response: I agree that this could be the case, if the expectation of an afterlife discourages people from striving to both improve and prolong this life. As an atheist, I hold that this life is the only one there is – and it is indeed the most precious life there is and could be. Therefore, to lose this life is to lose everything, and so the foremost ethical objective should be to hold onto this life.

DarkMatter2525: An unlimited supply of anything, including life, means that its existence cannot be appreciated.

My Response: For all practical purposes, the air on Earth is inexhaustible by humans. Does that mean that we do not appreciate the ability to breathe and sustain our lives in that way? Does this mean that air is not essential to us or any less important to our lungs than if we had to ration it or purchase canisters of oxygen to carry around? Certainly not. While scarcity of a resource is a key determinant of its monetary price, the idea that scarcity is somehow necessary for mental appreciation is highly flawed. Use-value (utility) and monetary “value” (price) are not the same. We should – and can – appreciate a thing or a condition for its own qualities qua thing or condition – and the benefit those qualities confer upon us. How many of those things or conditions exist or are going to exist does not matter.

Furthermore, the fact is, we still live one moment at a time. We do not have all of eternity at our disposal at any given moment, no matter how long we live. We only have the given moment, and a limited range of possibilities for what we can do right then. Thus, a kind of temporal scarcity will always exist – in the sense that some activities and satisfactions will always be more remote in time than others, and we will have to wait and strive for the ones that are more remote.

DarkMatter2525: If life is eternal, then there should be no sense of urgency.

My Response: Value is not derived from urgency, but from improvement of the human condition and, subsequently, from enjoyment of the fruits of that improvement. A work of art or music is not any more beautiful because of the urgency with which we experience it; it is beautiful because of its intrinsic constituent characteristics – the brushstrokes and notes that comprise it. Indeed, urgency detracts from value by inducing a stressed, rushed, crazed, and hectic experience where we miss important aspects of life because we worry that we will not have the time to do whatever we consider to be higher on the priority list. With less urgency, we could partake of more of the good things in life and have a longer-term perspective – planning for the future and treating ourselves and others with more respect and consideration. We could be more frugal, since we would enjoy the fruits of saving directly. We could take better care of our living spaces – both locally in our homes and on the scale of planets. We could still fulfill all of our highest priorities – and more of them, too, since we would have more time. But longevity itself would reshape our priorities and enable us to gain a more balanced, deliberate, and sophisticated perspective on our lives.

For me, the greatest happiness comes from those serene moments where I do not have to rush anywhere and do not have to worry about falling behind. It comes from having accomplished and from having done something good that could later – with purpose and deliberation – be the stepping stone for something even better. In the midst of intense work, happiness is that plateau of leisure between the past and the future, the reaffirmation that life can be good when it amounts to a progress that never hits a permanent wall. Urgency detracts from happiness by preventing one from truly enjoying life in a leisurely fashion – as opposed to trying to cram in as much as possible now, now, now – expecting (fearing, perhaps) that there might not be much time left.

Thunderf00t: I do not fear being dead, but the concept of the alternatives offered by the religious do trouble me. [Regarding Heaven], there does appear to be one constant: It will last for eternity. Imagine that. Imagine eternity. […] The first hundred years may be possible; the first thousand – more painful; the first ten thousand – insufferable. But this is just the start. An eternity in heaven would be hell for me.

My Response:  I agree that Heaven as imagined by the religious would probably be a somewhat uninteresting place, since one would spend all of one’s time in it “glorifying God”. But this problem has nothing to do with experiencing an indefinite existence. It is a great poverty of imagination to be unable to think of what one could do with ten thousand years, or a much longer timeframe. Think: could you even consume all of the literature, music, art, and culture that humankind has created up to the present if you had ten thousand years? Indefinite longevity would bring about unprecedented richness, depth, and breadth of experience – as well as the immensity of individual learning and refinement, and the possibility to pursue multiple careers and many more hobbies than one currently can.

Furthermore, if Thunderf00t dislikes the prospect of an eternal existence, why would an eternal non-existence be any better or more preferable? Once you are dead, you are dead forever – and cannot choose to go back to not being dead. On the other hand, if you are alive indefinitely, and you feel tired, you could choose to take a nice long non-lethal nap or vacation and resume your activities when you are refreshed and in a better mood. Those who feel tedium or boredom now might later feel more like finding something meaningful and interesting to do in this vast universe. To die is to deny oneself this ability for an improvement in one’s outlook and enthusiasm.

The great and all-too-common error made by Thunderf00t is to see all of an individual’s life as a simultaneous totality rather than the way it is actually experienced: one moment at a time. While Thunderf00t might be unable to conceive of what he would do with ten thousand years, he probably knows what he would like to do the next minute, or the next day, or the next week. If he could live and work in this way – experiencing one day at a time – while remaining at his physical and intellectual prime – would there ever be a day when he would consciously decide that he would rather die tomorrow? Only a person in tremendous suffering could conceivably make such a choice. With technological and moral progress taking away ever more of that suffering, the desire to keep on living should become strengthened until no sane, rational person would ever want to die.

DarkMatter2525: Given eternity, anything that can be accomplished, will be accomplished. Beyond all achievements, there would only be limitless, pointless existence.

My Response: Considering that over a thousand new books get produced every day, doing or accomplishing “everything” would be impossible – since our minds’ conception of the possibilities will always outpace our ability to actualize those possibilities. DarkMatter2525 is assuming a finite, static set of possible accomplishments. In reality, the scope of possible accomplishments and activities grows every day at much faster rate than any given human has the ability to pursue those accomplishments and activities. One cannot experience today all that has been created even today by the billions of people now alive. The longer we live, the smaller will be the fraction of available pursuits in which we will be able to engage at any given time. Even if humans are able to enhance their minds radically in order to process and memorize as much text as a computer can – the human creative faculty would be able to generate proportionally more text as well, so that the volume of available output would still accelerate away from the ability of any human to process all of it. And books are just one subset of human activity – which will become increasingly diverse and multifaceted as our civilization advances. And think of all those billions of galaxies, each with billions of stars, that we have yet to explore and colonize!

Laci Green: When I think about my own death, I used to feel scared, but I don’t think I do anymore.

My Response: I hypothesize (though I cannot be sure) that Ms. Green only sees death in the abstract for now. She is young and healthy, and it is easy to rationalize away the significance of death when it is remote. This is a coping mechanism that many people have, and it works particularly well when everyday life is reasonably good. But how many people can have this equanimity when death approaches – when it is too late to do anything about it? If Ms. Green does not wish to experience fear regarding the prospect of her eventual death – fine. I have no problem with people choosing to focus on other matters in an everyday context. However, I sincerely wish that she and others who do not feel scared would nonetheless have an intellectual awareness of the great destruction wrought by senescence, decay, and death. Then they could – calmly or cheerfully, as they please – support research and advance moral arguments that assist humankind in beating back this menace. I advocate not fear, but action.

AronRa: I’m not afraid of being dead. After we die, we will not know the truth at that point. We will not know, wish, think, remember, dream anything.

My Response: Precisely, and that is the worst possible fate. Our very being, our “I-ness” – that which makes all other experiences possible – will be extinguished, and not even the memory of our once having existed will remain with us.

Seth Andrews:  I don‘t really find this sad or tragic either. I don’t really welcome death, but I don’t live in fear of the end. And I’ve come to see it as just another part of the natural world.

My Response: Not all that is “natural” is good – and, indeed, nature offers ways out of the problem of senescence by showing us numerous species that do not experience the ravages of biological aging or experience them at a much slower rate than we do. Since, in its truest sense, the word “natural” is just an expression for “what is” – Mr. Andrews is committing the Panglossian fallacy – the view that “whatever is, is right.” Cancer is natural, and it is brutal. Also natural is the fact that 99.9% of all the species that ever existed are now extinct. Just because this is natural, does not mean that we should accept it for ourselves. We can remake the outcomes of nature by studying the laws of nature and harnessing them for our own benefit. Once we have secured our continuing existence, we can work to eventually create a more humane, less predatory environment for all life forms that deserve it. We already do this to some extent with domestic pets and certain other useful animals – though, arguably, not to the extent that a more morally developed and resource-rich society might accommodate.

Thunderf00t: In some respects, we never die. Our lives are entangled with those who come after us, just as our lives are entangled with those who came before us. [Faraday, Newton, and Pasteur affect everyone’s lives today.] Death is not the end. We are intertwined with both lesser and greater things.

My Response: It is true that our lives have an impact on others, and that impact can extend beyond the lifespan of the individual. It is also true that we sometimes do not even perceive all the ways in which we impact others and others impact us. However, while our influence on the rest of the world might be a source of pride or reassurance to us in life, in death it means nothing – because we would not be aware of it even as a general concept without any particular details. Others who remain alive might still hazily and incompletely remember the dead individual, of course – but that memory is an asset to them, not to the dead. I benefit from the existence of Faraday, Newton, and Pasteur – good for me. But they are oblivious to this at present.

Laci Green: Just because there is no grand scheme it plays into does not mean there is not something beautiful about what is going on here.

My Response: I agree that the universe, or existence, has no grand scheme. But it is not clear to what “beautiful” phenomena Ms. Green is referring. There is true beauty in existence, but there are also true nastiness and cruelty and injustice. It is important to recognize the beautiful and good elements of the world, while struggling to eradicate or reform the bad. The real war we must fight is against the forces of ruin, and we should not lapse into the Panglossian fallacy of accepting absolutely anything that occurs on a regular basis as somehow “beautiful” or even remotely palatable.

ZOMGitsCriss: Ironically, the only part of me that is immortal is my material body. […] Every atom of me will be recycled back into the universe.

My Response: A long time ago (when I was fourteen), I tried to find consolation in that idea as well. It worked for about two hours. But then I realized that what matters is the arrangement of those atoms and the temporal continuity of that arrangement. I gain and lose atoms all the time, but each individual atom is not what makes me who I am. The essence of who I am, rather, is the manner in which those atoms interact with one another within the overall structure of my body – including my mind. When that is gone, I am gone.

DarkMatter2525: Even though a cell might not last forever, the role it plays in the larger organism is important, and that is how I see myself – as a part of something bigger.

My Response: But that “something bigger” does not care about DarkMatter2525, by his own earlier admission! So why should he care about it enough to be willing to be a mere cog in it? And if, as Laci Green says, there is no grand scheme to it all, then what exactly is he a part of? In terms of purpose, the only alternative to a teleological worldview, where purpose is “built into” the universe, is a humanistic worldview where purpose originates from the self – based on the biological requirements of one’s own survival, which, once sustained at a certain level, enable the individual to use his will to shape the universe to give it purpose. But in order to confer purpose upon an initially purposeless cosmos, one has to exist and to keep existing. Once existence stops, the purpose-giving process also stops, and so the “something bigger” is also no more.

ZOMGitsCriss: Knowing that this life is the only one I have makes me a lot more conscious of my actions, makes me want to do something with this short life I have.

My Response: I agree that knowing that this is the only life we have should make this life the greatest value to us – to be treated with the utmost seriousness and respect. We should seek to do great things with our time – but we should also seek to prolong our time, which is in itself a monumental and glorious undertaking.

Seth Andrews : There’s too much to learn, too much to see, too much to know, too much to experience. I’m not just going to exist. I’m going to live.

My Response: Certainly, some conditions of existence are better than others, and mere survival is not all there is to life. Flourishing can occur when life is lived in a way that fulfills an increasingly sophisticated series of human needs – ranging on Maslow’s hierarchy of needs from basic material sustenance to self-actualization. But pursuing the higher needs by no means undercuts or conflicts with the more basic needs. Indeed, the higher needs are largely unattainable unless one already lives in a prosperous, peaceful civilization where the basic needs are so easily fulfilled that one almost takes them for granted.

All too many people perceive survival as somehow antithetical to enjoying life – but in fact enjoyment of life is not possible without being alive. Therefore, if one wishes to do more of the things that make life enjoyable, one should strive to live as long as possible – far beyond the paltry eighty or so years that comprise the current average life expectancy in the Western world.

Prohibition: Bootleggers, Baptists, and Bandits – Article by Sanford Ikeda

Prohibition: Bootleggers, Baptists, and Bandits – Article by Sanford Ikeda

The New Renaissance Hat
Sanford Ikeda
July 7, 2012
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The political economist Bruce Yandle’s phrase “bootleggers and Baptists” captures the idea that special-interest groups with conflicting moral positions often find common cause in particular government interventions.  Many on the political left agree with crony capitalists that government should make taxpayers bailout some businesses that are “too big to fail”; some radical feminists agree with some Christian fundamentalists that government should ban pornography.  Their reasons are different but the policies they support are the same.

Bootleggers and Baptists

The inspiration for “bootleggers and Baptists” (pdf) comes directly from the diverse support that so-called “blue laws” have historically received.  According to Yandle,

Bootleggers . . . support Sunday closing laws that shut down all the local bars and liquor stores [because they increase the demand for illegal hooch].  Baptists support the same laws and lobby vigorously for them [because they believe drinking on Sunday is wrong].

Of course the story behind Prohibition era in the United States, marked by the passage of the Eighteenth Amendment to the U.S. Constitution (1920-33), is this lesson writ large.  Banning the sale of liquor, whatever it did to deter drinking, did wonders for promoting organized crime, which had (and still has) a comparative advantage over law-abiding people in supplying and demanding illegal goods. By clamping down on a product in such high demand, local and national governments (including the fledgling Federal Bureau of Investigation, which also prospered during Prohibition) spurred mob activity, intentionally or not, from Los Angeles to Chicago to New York.

Ken Burns: No Eighteenth Amendment without the Sixteenth

What I hadn’t realized until I saw Ken Burns’s excellent documentary “Prohibition” is that an important and, I think, less-known connection existed between the anti-liquor lobby–which included among others the Anti-Saloon League (ASL) and the Women’s Christian Temperance Union (WCTU)–and passage of the Sixteenth Amendment to the US Constitution.  That amendment gave Congress in 1913 the power

to lay and collect taxes on incomes, from whatever source derived, without apportionment among the several States, and without regard to any census or enumeration.

(The Supreme Court had ruled an earlier income tax law unconstitutional in 1895.)

In an earlier FreemanOnline column, Don Boudreaux explained why Prohibition was repealed after only a dozen or so years.  In short the inability to tax liquor, now illegal, along with the onset of the Great Depression, had a devastating impact on government tax revenues.  My focus is on the alliance between anti-liquor forces on the right, pressing for prohibition, and Progressives on the left, pressing for an income tax.

Now, according to one source:

By 1868, the main source of Government revenue derived from liquor and tobacco taxes. . . . From 1868 to 1913, almost 90 percent of all revenue was collected from . . . excises.

That’s a significant source of taxes, without which the government could hardly operate, let alone grow to the size needed to implement the Progressives’ agenda: making government more efficient in order to run society along “rational” principles.  Government programs to improve schools, health care, and industry need a steady funding source, and without liquor taxes intervention could not go far enough.  So no matter how hard prohibitionists argued, marched, and lobbied, and no matter how sympathetic government officials may have been to their cause, they would never dream of sacrificing their cash cow on the alter of idealism–at least not without an equally reliable alternative.

And that of course led naturally to the social conservatives support of the progressive (in both senses of the word) income tax.  The Sixteenth Amendment passed in 1913, opening the way in 1919 for the Eighteenth Amendment.  The rest is history.

Baptists and Bandits

I’m not arguing that the alliance was primarily responsible for passage of the amendment, but rather that it’s clear the interests of social conservatives and the taxman were perfectly aligned.  “Baptists” on the one side, and on the other, those eager to expand the use of aggression to plunder wealth created by trade and to spend it to indulge their own preferences–that is, bandits.

Sanford Ikeda is an associate professor of economics at Purchase College, SUNY, and the author of The Dynamics of the Mixed Economy: Toward a Theory of Interventionism.

This article was published by The Foundation for Economic Education and may be freely distributed, subject to a Creative Commons Attribution United States License, which requires that credit be given to the author.

Mr. Stolyarov Quoted in Heartlander Magazine Article on Hawaii’s Plastic-Bag Ban

Mr. Stolyarov Quoted in Heartlander Magazine Article on Hawaii’s Plastic-Bag Ban

The New Renaissance Hat
G. Stolyarov II
July 4, 2012
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I have again been quoted in Heartlander Magazine, this time in “Aloha! Leave Your Plastic Grocery Bags at Home” by Kenneth Artz. I encourage you to read my comments there. Here are some of my further thoughts on this subject.

The recent banning of plastic bags in Los Angeles and Hawaii is a gross infringement on individual rights and free enterprise. Entirely harmless and consensual exchanges between stores and their customers are being prohibited, and in Los Angeles customers are being forced by the local government to pay for paper bags that stores would have preferred to give for free. This is a frightening infringement on consumer sovereignty, as it makes artificially scarce those goods which businesses would have preferred to make abundant and accessible for consumers’ benefit.

Freely available plastic and paper bags offer a superb convenience to consumers who may be making unplanned shopping trips – perhaps as a result of emergency needs.  Furthermore, store-provided bags are helpful even to consumers who have brought their own bags – just in case those consumers purchase more items than would fit into the bags they brought. The governments in Hawaii and Los Angeles are forcing such consumers to pay an extra fee because of their unforeseen, and sometimes very personal, needs. The ban and fee are hardest on the least economically advantaged consumers, for whom every penny counts. The inconvenience of the ban and the cumulative cost of the paper-bag fees can make the difference between financial sustainability and severe strain on personal and family budgets.

As my comments in the article make clear, the ban is also repugnant from the standpoint of morality and limited government. The only morally praiseworthy acts of environmental responsibility are those initiated and voluntarily sustained by private individuals and businesses.

This tax on convenience is an unacceptable exercise of arbitrary power. If a government can arrogate to itself the power to prevent mutually beneficial arrangements such as the free availability of plastic and paper bags – then what can it not do? What kinds of petty micromanagement are off limits to cities and counties? What room is left for creativity and innovation among individuals and businesses if the smallest things in life are subject to crippling prohibitions and controls?

Creation of an Ethical Business: The Implementation of Virtuous Behavior and Shared Values and Goals – Article by Jessica L. Kuryn

Creation of an Ethical Business: The Implementation of Virtuous Behavior and Shared Values and Goals – Article by Jessica L. Kuryn

The New Renaissance Hat
Jessica L. Kuryn
May 10, 2012
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IN TODAY’S COMPETITIVE BUSINESS ENVIRONMENT, a growing number of firms will do almost anything to gain sales and customers, as well as to increase profits.  For some of these firms, playing by the rules doesn’t achieve the results they are after.  Firms have the choice to act ethically or unethically.  While misguided managers think that unethical behavior can lead the firm, and ultimately themselves, to greater profits over the long term, it is only for the short term.  It will eventually lead to their downfall in that unethical behavior spirals out of control and can be very difficult to maintain.  Once this occurs, a firm’s reputation becomes tarnished and the company fades into non-existence.  On the contrary, “firms that pursue ethically driven strategies realize a greater profit potential than those firms who currently use profit-driven strategies” (Arjoon 159).

The point is that a firm’s leaders do have a choice in how they conduct business.  Creating an ethical business does not happen overnight.  It takes extensive collaboration and several implementation and evaluation processes, as well as continual reinforcement of and changes to established practices and values.  Perhaps one of the most important aspects to creating an ethical business is that it requires cooperation on multiple organizational levels and the implementation of virtuous behavior and values.

Maintaining ethical practices, once implemented, is an ongoing process.  There are many factors that can affect ethical behavior, such as competition for customers and market share, the need for increased profits, and management incentives.  Some firms, such as BB&T have been able to implement an ethical environment that has led to firm success, while others such as Enron, have succumbed to greed and wrongdoing, and no longer are in existence.  BB&T’s story of success will be discussed later in this paper.

CREATING AN ETHICALLY DRIVEN BUSINESS

Business ethics can be defined as “the applied ethics discipline that addresses the moral features of commercial activity” (Marcoux).  The question we have to ask concerning business ethics is how they can be applied to a business.  One of the most important aspects in creating an ethical business entails the need for new and refined organizationalvalues.  A value, as defined by Ayn Rand in Younkins’s article, is “that which one acts to gain and/or keep” (Younkins 9). Antonio Argandoña suggests a business must first identify its currently existing values and from that develop what values are needed (Argandoña 22).  In identifying these needed values, it is crucial that businesses select values that pertain to both the business’s goals, as well as the employees’ goals.  Congruence between the goals of the business and its employees increase the chances that the valueswill be received well and adhered to.

Once the desired values and goals have been determined, it falls in the hands of management to implement and communicate them.  “At the top level of an organization, it takes effective communicators who are clear about what they champion and who establish the company on virtuous behavior” (Younkins 21).Virtues, which are also defined by Ayn Rand in Younkin’s article, are “the act[s] by which one gains and/or keeps an objective value” (Younkins 11).  It is crucial for each employee and manager to establish virtues within themselves in order to pursue individual and organizational values, as well as keep them once they have been successfully implemented.It is the responsibility of management to ensure that these values are clearly communicated and followed, while established virtuous behavior becomes the mean by which these values flourish and exist.“A culture (or climate) of virtue in a business begins with executives who exhibit virtuous leadership through their personal actions and interpersonal relationships” (Younkins 21).

In displaying virtuous behavior throughout an organization, managers are setting an example for employees.   “Employees are influenced by observing visible and legitimate role models who themselves act as virtuous agents.  Not only should leaders openly discuss virtues and values, they should also live the virtues and values that they advocate” (Younkins 21).  I believe that this is one of the most important aspects in creating and sustaining an ethical business environment.  As explained by Kouzes and Posner in Minkes, Small, and Chatterjee’s article, “…leaders who could not personally adhere to a firm set of values, could not convince others of the worthiness of those values” (Minkes, Small, and Chatterjee 330).  People learn through example.  Therefore, managers should be mindful of this and back up their words with consistent virtuous behaviors that champion the organization’s values.

Once organizational values have been implemented, only half of the work has been done.  The remaining half is a continual and never ending process within the business.  In maintaining an ethical business, ongoing promotion and reinforcement is necessary.  Management must continue to display ethical behavior, while continuing to communicate values to employees.  This also includes communicating what actions are and are not acceptable.  Employee evaluations should also frequently be performed, in which employees are evaluated on values implemented by the organization’s managers.  In addition, management also needs to develop systems that reward value-oriented behaviors and reprimand value-destructive behaviors.

In regards to a reward system, “employees should be objectively appraised and compensated based on their contribution toward achieving a firm’s mission, values, and goals” (Younkins 19).  Employees may receive monetary or recognition awards for their display of virtuous and ethical behavior.  In establishing such incentives, there is an encouragement that exists among employees to accept and display the organization’s values and goals.  In addition, such incentives create a pathway in which individuals can fulfill their own self-interests and goals simultaneously.  “The good manager tries to shape employees’ ideas about self-interest by instituting incentives rewarding cooperation and reinforcing the pleasure people take in collaborating with each other” (Koehn 498). When employees act ethically, the business is also handsomely rewarded in that it gains a good reputation as being an ethically driven business.  This can lead to higher profits in that consumers will be more likely to choose that particular business over competitors because of its reputation.  “Many companies are now realizing that ethically driven strategies are resulting in a sustainable competitive advantage” (Arjoon 168).  In addition, “companies that have seriously adopted ethically driven or people-centered strategies have seen clear gains in productivity, sales and profits, customer service, retention rates, reduction in absenteeism, positive impact on employee morale, [and] increased and timely launching of products” (Arjoon 169).

Adversely, a disciplinary system is also necessary in order to maintain organization values and ethically driven behavior that have already been established.  Employees should be aware of the possible repercussions of their actions in advance, and management needs to ensure disciplinary actions are followed through with when dealing with value-destructive behaviors.  This sends a message to employees that unethical behavior will not be tolerated and it should be avoided at all costs.

The acts of Enron and WorldCom have increased consumer demands for ethically driven organizations.  Therefore, the businesses that make ethics a priority will likely obtain a sustainable competitive advantage because more consumers will choose to do business with them.  In today’s economy and business world, businesses must place a large focus on ethics in order to be successful.

FACTORS THAT AFFECT ETHICAL BEHAVIOR

Implementing a form of virtue ethics and values throughout a business can be very challenging, but maintaining it can be just as difficult.  There are many factors that can affect ethical behavior and lead a manager or employee to act unethically.  Competition for customers and increased market share, as well as the need for more profit are common issues that can lead to unethical behavior.  In addition, management incentives, such as bonuses, pay increases, promotions, and stock options can open the gateway for unethical behavior.

With a specific focus on profit, businesses that have an urgency to increase profits are likely to engage in false reporting.  Reporting false financial information makes a business’s financial statements look more appealing to investors and gives a false pretense that the business is in better financial health than it really is.  In addition, management may inflate earnings if they receive bonuses, pay increases, or promotions for increasing profits.  These monetary compensations can prove beneficial for businesses in that management will be more driven to make sales and increase wealth in the business.  Adversely, these monetary compensations can be dangerous if a manager works in his or her own interest and does not act ethically.  It could put the business in a financial position that is difficult to correct.

Stock options are another form of management compensation.  “Stock options allow employees to purchase a particular number of common shares of company stock at a specified price over a specified time period” (Brooks and Dunn 172).  Stock options can be beneficial in that they serve as a motivational devise.  When managers have an interest in the company they work for, they are more willing to strive towards an increase in stock prices.  Shareholders, as well as the managers, enjoy higher returns when stock prices increase.  In addition, stock options enable management to adopt the investor’s perspective in that theyenable both the interests of investors and management to be aligned.

One of the biggest problems with this is that unethical managers can work out of their own self-interest to falsely raise stock prices in order to earn more money.  With the incentive to earn more money comes the high possibility for unethical behavior and false reporting.  Managers that get used to these increasing stock prices are also the ones who will likely forego ethical standards and correct reporting procedures.  The concept of stock options can be extremely dangerous to a firm, especially when stock prices are truly in decline and these types of managers are present.  Reporting false income to increase these prices will eventually catch up to the firm and will result in the company’s non-existence.  Another problem with stock options is that management has the option to exercise their stock options and then sell them immediately.  This does not align with investor interests in that managers are only maintaining a short term perspective.  Making decisions based on the short term only hurts the long term investors.

BB&T – A TRUE ETHICALLY DRIVEN BUSINESS

BB&T is a fine example of a business that has been led to success through the values-driven approach adopted by one its leaders.  John Allison, former CEO of BB&T, now serves as the chairman of the board of directors.  During Allison’s time as CEO, the company has grown from approximately $5 billion in assets to $165 billion in assets.  This substantial growth has placed the company as the eighth largest financial institute in the United States.  Just a few of the issues BB&T has made a bold stand on are a municipality’s right to seize property by eminent domain for the purpose of economic development, and negative amortization loans.  Allison received national attention is his decision to “not provide loans for any economic development projects in which the land for the project had been taken in this manner” (Parnell and Dent 587).  This decision was not initially favored by many mortgage producers.

“When we made the decision not to do these loans, we got beat up in the market.  We also lost a number of mortgage producers who could make more money working for Countrywide – of course a number of these producers would now like to come back to BB&T.  We believe that doing our best to help our clients make the right financial decisions is good for BB&T.  I believe that while there may be short-term trade-offs by sticking to your values, you are never making a sacrifice in the long run, if your values are rational” (Parnell and Dent 589).

“Allison is known for, and attributes BB&T’s success to, operating by a set of principles that are embodied in BB&T’s Values Statement.  These ten values – Reality (Fact-Based), Reason (Objectivity), Independent Thinking, Productivity, Honesty, Integrity, Justice (Fairness), Pride, Self-Esteem (Self-Motivation), and Teamwork/Mutual (Supportiveness) – are not simply platitudes at BB&T but drive the decision-making process of the bank” (Parnell and Dent 588).  These values serve as the foundation that BB&T was built on.  As part of the evaluation process, employees are evaluated on their performance in accordance with the 10 values.  Those employees that perform in accordance with the values are rewarded.

Allison attributes Rand’s philosophy of Objectivism as the framework for these 10 values.  The main aspect of Objectivism is that it relies on truth and blocks out all emotions in the decision making process.  “The purpose of the process is to help you think rationally.  It is about not letting your emotions make decisions that are bad for you.  It is the ability to make logical decisions based on the facts and to pursue our purposes that makes us happy” (Parnell and Dent 591).

In addition, BB&T has also been viewed as being socially responsible.  Milton Friedman, who is referenced to in Parnell and Dent’s article, argues that there are two reasons as to why a firm should act socially responsible.  “First, not doing so can increase the likelihood of more costly government regulation.  A number of regulations over business operations were enacted because some firms refused to be socially responsible” (Parnell and Dent 593).  The second reason as to why a firm should act socially responsible is that “stakeholders affected by a firm’s social responsibility stance – most notably customers – are also those who must choose whether to transact business with the firm” (Parnell and Dent 593).  The point here is that if consumers do not think a firm is socially responsible, they have the option to do business with another company, and they will more than likely do so.  As discussed in Parnell and Dent’s article, studies have shown that consumers will be willing to pay more for products and services that are responsibly produced.  Simply, consumers favor ethically driven and responsible businesses, and will purchase products and services from them considering this factor.  This is why it is crucial for businesses in today’s economy and environment to be ethically driven and socially responsible.  With the events as seen in Enron and WorldCom, it has made consumers extra sensitive to firms and what approach they take in formulating profit.  Consumers want to be valued for their choice to do business with a particular firm, and they take enjoyment in purchasing products from these firms when they display ethically driven strategies.

From a market and environmental perspective, we could argue that BB&T is doing exceptionally well.  “From a market perspective, BB&T has delivered strong growth and financial performance since Allison’s appointment as CEO in 1989.  From a broad environmental perspective, BB&T’s business decisions defending eminent domain rights and eschewing negative amortization loans reflect support for a sustained society that respects personal property rights and responsible mortgage loan practices” (Parnell and Dent 594).  In respect to this, BB&T speaks on behalf of individuals and what they want.  While BB&T suffered somewhat in the short term, they were able to come out on top in the long run.  In my personal opinion, I have much more respect for companies like BB&T because they are willing to forgo potential profits and take a stand, even when it is not the popular decision.  Companies, like BB&T, will be around for years longer than the companies that jump on the popularity bandwagon.  They will also see considerably larger profits because they stand out among their competitors – just as BB&T has come to do

CONCLUSION

In conclusion, it is easy to see how BB&T has come to be a top competitor in the financial institution sector of business.  BB&T is a classic example of an ethically driven firm that has realized greater profits than the firms that have adopted a profit-driven strategy.  The implementation of ethics throughout an organization is a very difficult thing to do.  It requires substantial acceptance from employees and managers alike to be successful.  Most importantly, managers are the driving forces in implementing such a strategy throughout an organization.  They must be effective in communicating the values of an organization to employees, as well as lead by example.  Management cannot expect to preach values that they do not live by themselves.  After all, people learn through example.  A leader that lives by the values it communicates to employees has the best shot at having an ethically driven business.

In addition to the communication process, managers must provide incentives for desirable behavior.  A rewards system based on monetary or recognition awards are great ways to encourage cooperation and motivate employees.  This also encourages the creation of a pathway in which individuals can fulfill their self-interests.  These same values must also be a part of the evaluation process.  Just as there are rewards systems, management must also design a disciplinary system.  It is important that employees are aware in advance what they could encounter by not behaving in accordance with a firm’s values and policies.  Managers must also follow through with any disciplinary action to reinforce their importance on having a values-based business.

The benefits of implementing an ethically driven business strategy can be great, but it can be a difficult thing to do.  Competition for customers and increased market share, as well as the need for more profit are common issues that can lead to unethical behavior.  In addition, management incentives, such as bonuses, pay increases, promotions, and stock options can open the gateway for unethical behavior. However, if a firm is able to successfully implement an ethics-driven approach, these issues can be minimized and the interests of the firm and employees will be satisfied and aligned.  When a firm is able to align individual self-interests with its own interests, happiness and flourishing are more likely to occur for both.

Jessica Kuryn is a student in Wheeling Jesuit University’s Master of Science in Accountancy (MSA) program.

SOURCES

Argandoña, Antonio. (2003).  Fostering values in organizations.  Journal of Business Ethics 45:

            15-28.

Arjoon, Surendra (2000).  Virtue theory as a dynamic theory of business.  Journal of Business

            Ethics, no. 28:159-78.

Brooks, L. J., and P. Dunn. Business & Professional Ethics for Directors, Executives &

Accountants. 5. South-Western Pub, 2011. 172.

Koehn, Daryl. (1998).  Virtue ethics, the firm, and moral psychology.  Business Ethics Quarterly

            8 (3): 497-513.

Marcoux, Alexei, “Business Ethics”, The Stanford Encyclopedia of Philosophy (Fall 2008

Edition), Edward N. Zalta (ed.), URL

<http://plato.stanford.edu/archives/fall2008/entries/ethics-business/>.

Minkes, A.L., M.W. Small, and S.R. Chatterjee. (1999).  Leadership and business ethics: Does it

            Matter? Implications for management.Journal of Business Ethics 20: 327-35.

Parnell, John A., and Eric B. Dent. (2009).  Philosophy, Ethics, and Capitalism: An Interview

            With BB&T Chairman John Allison.Academy of Management Learning & Education

            8 (4): 587-96.

Younkins, Edward W. “Morality, Success, and Individual Happiness in Business: The Virtuous

            Pursuit of Values and Goals,” Libertarian Papers 3, 26 (2011).

Objectivist Virtue Ethics in Business – Article by Edward W. Younkins

Objectivist Virtue Ethics in Business – Article by Edward W. Younkins

The New Renaissance Hat
Edward W. Younkins
April 24, 2012
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Virtuous actions can lead to the achievement of values. When one’s context is reduced to business, virtue theory contends that pursuing virtuous principles, strategies, and actions can result in firms realizing their values including their mission, purpose, profit potential, and other goals. Virtuous employees tend to carry out their roles in a competent manner that is congruent with the firm’s goals. Virtues are instrumental allowing a person to act to gain values. When business people conform to the Objectivist virtues, they increase the likelihood of achieving their values and goals. Virtue ethics stresses the importance of each individual employee being able to make contributions of value. Valid virtue concepts are required to describe what it means to be an excellent director, leader, manager, or employee. To be successful, a business needs to espouse a set of virtues that are reality-based, non-contradictory, integrated, and comprehensive.

Virtue theory holds that ethics is an inherent part of business and that it is necessary to integrate moral theory into management theory and practice. The role of the virtues in business is to direct and motivate behavior toward the success of the business. Strategic management and business ethics converge because each area has an explicit interest in the nature and goals of business. In business, the virtues facilitate successful management and cooperation and enable a company to attain its goals. The Randian virtues can provide a moral framework and integrating strategy to guide a business in achieving its goals.[1]

The virtues connect ethics to business positively and provide a sound logical foundation for business ethics. Given the laws of nature and of human nature, there exists a set of virtues that fit reality and that are most likely to lead to success and happiness in business. Ayn Rand’s Objectivist ethics specifically recognizes production as the central human value. In addition, the personal virtues that she advocated have a direct bearing on work: rationality, honesty, independence, justice, integrity, productiveness, and pride. These virtues can be used as guiding forces in a business career and in the management of a business. They define the excellent manager (or other employee) and provide the principles that a corporation should adopt with respect to investors, employees, customers, vendors, and others.

A case can be made that virtue ethics has priority over, and perhaps grounds, other competing ethical approaches to business. In most cases being virtuous will be sufficient for leading a morally decent life in the world of business. Virtue theory is more attractive, positive, unified, comprehensive, and practical than are traditional approaches to business ethics because it is concerned with the type of person that one should be rather than with rules that tell people how they ought to act. Virtue theory is concerned with the cultivation of character and provides a framework through which a person can lead a flourishing and happy life. Moral growth comes from choice rather than from conformity to rules or codes.

Traditional approaches to business ethics (i.e., deontology, consequentialism and codes of conduct) are viewed as formulaic, prescriptive, constraining forces that legislate the form of moral deliberation. Conventional approaches focus on a set of prohibitive principles or rules that tell people how they ought to act. Kantian and utilitarian act-oriented approaches concentrate only on the development of principles while neglecting the cultivation of an individual’s character. Neither deontic nor consequentialist judgments are apt to supply sufficient action guidance for resolving particular dilemmas. Virtue ethics should be viewed as a precondition of, and complement to, moral reasoning based on a deontological focus on one’s obligation to act and on a teleological focus on the consequences of an action. Virtue ethics is more fundamental, and in many cases, preempts the consideration and application of deontic and utilitarian rules. An emphasis on virtuous behavior is motivational because it depends upon a person’s ability to aspire to excellence through virtuous acts. Virtue ethics emphasizes the process of individual moral character development. Above all, virtue ethics is concerned with the flourishing and happiness of the human agent (Mintz 1996, 537-38; Arjoon 2000, 159-78; Whetstone 2001, 101-14).

Virtue theory provides a context in which strategies, plans, tactics, policies, and procedures can be developed to attain a business’s stated mission and other relevant values. Virtues can play a causal role in achieving economic success. Virtues-driven firms tend to maximize profits. However, acting virtuously does not always result in wealth creation because other factors can come into play. Despite such an occurrence, virtuous employees still can experience the internal rewards of pride, self-esteem, and the joy of knowing that they did their jobs well.

The achievement of a firm’s telos, mission, purpose, ultimate end, or ultimate value requires virtuous action on the part of the company’s employees. The ultimate value for a business is financial value. The purpose of a business is to maximize owner value over the long-term by selling goods and/or services. Most corporation mission statements explain this purpose explicitly, or at least implicitly. It is necessary to recognize a business’s distinctive purpose when organizing and integrating human effort into purposeful long-term activities. Purposeful behavior requires a single overarching valued objective function. In a corporation market price per share can be a surrogate for owner value. More specifically, the ultimate purpose of maximizing total long-term market value can provide a criterion for management decisions and choices among competing alternatives, Virtues are instrumental and support a firm’s overall telos.

To accomplish a corporation’s ultimate purpose requires the attainment of a number of goals within a business. It is possible look upon both a firm’s ultimate purpose and its goals as values that need to be achieved. Although technically a value is an object of goal-directed action, in general parlance, the terms, goals and values, are often used interchangeably. For our purposes, we can consider both the ultimate end of a corporation (i.e., the long-term maximization of firm value) and the goals that can lead to the ultimate end to be values.

Goals (sometimes referred to as objectives) are specific quantitative targets that a business needs to meet in a manner consistent with ethical principles in order to accomplish its purpose. Typical goal areas in a business include: profitability, sales, sales growth, return on investment (ROI), profit margin, cash flow, market share (or position), customer loyalty, productivity, efficiency, cost control, research and development, product leadership, employee development, employee attitudes, employee loyalty, expansion or contraction of product and service lines, reducing business risks, and so on. Each and every goal should be analyzed to determine the potential impact on firm value and whether or not they are contributing to the attainment of the firm’s target valuation. Goals whose achievement does not contribute to increasing shareholder value should be eliminated.

To succeed a business must have a superior vision and purpose to work toward and the strategic focus and direction of effort to achieve them. The Objectivist virtues can enable people to direct their actions toward the attainment of a company’s goals and values including the maximization of owner value. Virtuous actions can lead to better customer service, gains in productivity and efficiency, higher employee retention rates, reduction in employee absenteeism, improvement in employee morale, better communications both internally and externally, honest and reliable internal and external financial reporting, the flexibility necessary to adapt to market conditions, increased innovation and the more frequent and more timely launching of new products and services, higher sales and profits, sustainable competitive advantages, greater flourishing and happiness of the firm’s employees, and so on.

Virtuous behavior is required at all levels of a company from employees who realize that business is a natural and moral means by which they can satisfy their needs and attain their actualization as individual human persons. Virtuous employees are energetic, productive workers who: (1) focus on reality; (2) think objectively, rationally, and logically in applying relevant knowledge; (3) ask clear, pertinent, insightful questions and listen carefully; (4) search for facts in their total context before judging and evaluating business situations; (5) use time efficiently and effectively; (6) organize their lives and work toward accomplishing worthwhile endeavors; and (7) set value-producing goals and strive to accomplish them.

A virtuous employee begins by understanding what the facts are and does not evade the distinction between the real and the unreal. Evasion detaches a person from reality. Virtue begins with the effort to confront reality as it is. Given that there is no standardized algorithm for making business decisions, an employee needs to use his reason to make rational, logical decisions based on the facts of reality. One needs to apply conscious, prudent, rational judgments and choices in various business contexts in order to identify, execute, and implement profitable and ethical internal and external exchange transactions.

Much of morality in business falls under the rubric of honesty. Honesty means being in accord with reality. Honesty is basic to the structure of human relationships in virtually all contexts. Dishonesty is self-defeating because it involves being in conflict with realty. Morality in business involves objectively recognizing and dealing with customers, employees, creditors, stockholders, and others as autonomous rational individuals with their particular goals and desires. The trader principle should govern the course of all human interactions because voluntary value-for-value relationships are consonant with human nature.

Honesty is closely related to the virtue of justice. Justice, a form of faithfulness to reality, is the virtue of granting to each man that which he objectively deserves. Justice is the expression of man’s rationality in his dealings with other men and involves seeking and granting the earned. A trader, a man of justice, earns what he gets and does not give or take the undeserved. For example, a virtuous manager must make sure that customers get what they pay for. In addition, he needs to identify employees for what they accomplish and treat them accordingly. Employees should be objectively appraised and compensated based on their contribution toward achieving a firm’s mission, values, and goals. A virtuous manager will discriminate among all those that he deals with (i.e., customers, suppliers, workers, etc.) based on relevant qualities and personal merits such as ability, competency, performance, and character. He will not improperly discriminate based on irrelevant characteristics such as sex, race, nationality, and so on.[2]

Although individuals can learn from each other, the fact remains that each of us thinks and acts alone and is responsible for his own actions. Independence requires the acceptance of one’s intellectual responsibility for his own existence, requires that a man form his own judgments, and that he support himself by the work of his own mind. It is not a corporation’s fault if someone does not attain his goals. Each employee is responsible for his favorable or unfavorable outcomes in a business setting where responsibilities are defined by, and arise out of, his particular role. Of course, a goal may not be completely under one’s control. It may require interdependence with or on other employees who co-contribute to whether or not someone attains a goal. Positive change and innovation in a company are based on the creativity of logical independent thinkers. It is through such employees that a firm discovers and invents ways to improve the fiscal bottom line thereby increasing the firm’s market value.

Integrity is the refusal to permit a breach between thought and action. It means acting consistently with rational principles that will lead to success and happiness. In business, an employee’s rationally-made plans are integrated with his actions in order to bring values into existence. From more of a macro viewpoint, we could say that the integrity of a business is maintained if the purpose for which it was created is followed (i.e., the maximization of owner value).[3]

Productiveness, the virtue of creating material values, is the act of translating one’s thoughts and goals into reality. Productiveness comprises an important existential component of virtuousness and is a responsibility of every moral person. It involves a commitment to creating value and to being self-responsible for bringing what one needs and wants into existence. Workers in a business are committed to producing wealth and bringing about well-being by taking the actions required to achieve the firm’s mission. Profits are an indicator of productive work on the part of people who want to achieve, produce, and improve well-being. Because people differ with respect to their intelligence, talents, and circumstances, the moral issue becomes how a particular employee addresses his work given his facticity, including his potentialities and concrete circumstances. In a business, the Randian virtues (including productiveness) offer a set of principles for getting the most value from one’s work. Rand’s Objectivist ethics recognizes that individuals search for meaning and purpose in the various components of one’s life (i.e., one’s work life, love life, home life, social life, and so on). Each of these is an end-in-itself and a means to the end of one’s life in total. One’s life in total is an end-in-itself and an ultimate value.

Pride, also called moral ambitiousness, is a man’s commitment to achieving the best in his life thereby effecting his moral perfection. Pride is the reward we earn by living by the other six Objectivist virtues. A businessman’s drive for success is a result of his taking pride in the business portion of his life. Each employee needs to work in a way as to be able to be rightfully proud of what he has done. Work is needed not only for sustenance, but also for one’s psychological well-being—it can be viewed as a means by which a man can maintain an active mind, attain purposes, and follow a goal-directed path throughout his lifetime. Through work a man can achieve his highest potentials. Doing work well in accordance with the goals of a firm (which are aligned with the personal goals of the worker) can cause an employee to positively enhance his self-esteem.

Dr. Edward W. Younkins is Professor of Accountancy at Wheeling Jesuit University. He is the author of Capitalism and Commerce: Conceptual Foundations of Free Enterprise [Lexington Books, 2002]. Many of Dr. Younkins’s essays can be found online at his web page at www.quebecoislibre.org. You can contact Dr. Younkins at younkins@wju.edu.

 


[1] Ayn Rand’s Objectivist ethics is specifically related to business and business ethics in Kirkpatrick 1992; Greiner and Kinni 2001; and Hicks 2003.

[2] See Locke and Woiceshyn 1995 for an argument for honesty in business from the perspective of rational egoism.

[3] Paine 1994 provides an interesting perspective on how to manage for organizational integrity.

References

Arjoon, Surendra. (2000). Virtue theory as a dynamic theory of business. Journal of Business Ethics, no. 28: 159-78.

Greiner, Donna and Theodore Kinni. (2001). Ayn Rand and Business. New York: Texere.

Hicks, Stephen R.C. (2003). Ayn Rand and contemporary business ethics. Journal of Accounting: Ethics and Public Policy 3 (1) (Winter): 1-26.

———. (2009). What business ethics can learn from Entrepreneurship. Journal of Private Enterprise 24 (2): 49-57.

Kirkpatrick, Jerry. (1992). Ayn Rand’s objectivist ethics as the foundation for business ethics. In Business Ethics and Common Sense. Edited by Robert W. McGee. Westport: CT: Quorum Books 67-88.

Locke, Edwin A. (2001). and J. Woiceshyn. (1995). Why businessmen should be honest: The argument from rational egoism. Journal of Organizational Behavior 16: 405-14.

Mintz, Stephen M. (1996). Aristotelian virtue and business ethics education. Journal of Business Ethics, no. 15: 827-38.

Paine, Lynn Sharp. (1994). Managing for organizational integrity. Harvard Business Review 72 (March-April): 106-17.

Rand, Ayn.  (1964). Objectivist ethics. In The Virtue of Selfishness. New York: New American Library.

Whetstone, J. Thomas. (2001). How virtue fits within business ethics. Journal of Business Ethics, no. 33: 101-14.

Is There a Moral Difference Between Innocent Deaths Caused by Military and Police?

Is There a Moral Difference Between Innocent Deaths Caused by Military and Police?

The New Renaissance Hat
G. Stolyarov II
March 15, 2012
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It is an odd bit of cognitive dissonance among most people today that killings of innocent people by police are (rightly) treated as moral outrages, while killings of innocent civilians by militaries are often rationalized as “collateral damage” – unfortunate, perhaps, but such is war, and the greater cause of the war is said to justify them. Ayn Rand, for instance, made the argument that all of the civilian deaths in a war are the moral fault of the aggressor regime.

One need not look to the battlefield to see clear instances of unjustified initiation of force. There exist numerous acts of criminal aggression within a country’s borders, with regard to which the kind of arguments that are used to justify war would be readily seen as faulty. There is still a lot of murder in every country. Suppose there is a murderer on the loose. Would it be justified for a country’s domestic police force to send a missile into or plant a bomb in a large and inhabited apartment building, simply because the murderer is believed to be hiding there? Would the answer change if this murderer were a serial killer who has already had a string of victims and/or plans to kill more?

I think virtually everyone would agree that inflicting civilian casualties to eliminate this murderer would not be appropriate and would not be worth the moral cost. Virtually nobody would make the argument that it is the murderer, not the police force, who would be morally responsible for any civilian deaths – and therefore it would be acceptable for the police to act to bring about civilian deaths, and to plan for some civilian deaths in advance, and to simply describe these deaths as regrettable “collateral damage”. Virtually everybody in that situation would agree that the police who permit innocent civilians to die in the capture or destruction of the murderer would themselves bear the blame for the clearly preventable deaths of those civilians.

So why is the situation any different just because the word “war” is used to describe a particular instance of aggression – and just because the people involved are not all from the same country and may be acting outside the borders of their country? Aggression is aggression, and the leaders of an invading dictatorships are criminals just like serial killers, except on a larger scale. My view is that the same moral principles should apply to the proper response to all of them. The proper moral response is to neutralize the threat, but to leave the innocent people out of it entirely. No innocent death should ever be dismissed as mere “collateral damage” – and no plan should be pursued if it is known or expected to result in innocent deaths.