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First published February 20, 2018
The common good consists of our shared values about what we owe one another as citizens who are bound together in the same society—the norms we voluntarily abide by,, and the ideals we see to achieve….A concern for the common good—keeping the common good in mind—is a moral attitude. It recognizes that we are all in it together. If there is no common good, there is no society.Speaking of “norms we voluntarily abide by,” Reich certainly has things to say about Trump as the principal contemporary violator of such norms, but he also makes it clear that our president is only the most recent manifestation of a trend that stretches back a generation.. After mentioning a few contemporary examples—Prescription Drug Lord Martin Shkreli, Wells Fargo CEO John Stumpf—Reich traces the erosion of the common good back to the late ‘70’s, when the philosophy of novelist Ayn Rand grew in influence and conservatives began lauding selfishness as a virtue, denigrating the very idea of government and glorifying the moral benefits of the "free market”. Reich steadfastly maintains that Ayn Rand is wrong, that it is not through pursuing selfishness, but rather through performing our mutual duties to ourselves and others, that we find out who and what we are, both as individuals and as a nation.
None of this [the historical replacement of the common good with “doing whatever it takes to win”] is simply a matter of “ethics.” Ethics involves fulfilling legal responsibilities, avoiding obvious conflicts of interest, and behaving in an aboveboard manner. As now routinely taught in graduate schools of business and as required for obtaining many professional licenses, ethics is about how to avoid legal troubles or public relations disasters. Leadership as trusteeship extends way beyond ethics. It goes to the heart of the job. It requires a different way of thinking about the central obligation of leading any institution. Part of the responsibility of elected or appointed government officials, of corporate executives, and of leaders of nonprofits and other major organizations in society must be to enhance the public’s trust in their institutions and in our political economic system as a whole. Their success should not be measured solely in how much money they or their organizations make or raise, how much power they accumulate, or how much influence they wield. They must also be judged by the legacy of trust they pass onward. As Shimon Peres, a former prime minister and president of Israel, put it in his memoir, “We need a generation that sees leadership as a noble cause, defined not by personal ambition, but by morality and a call to service.” Exactly. The purpose of leadership is not simply to win. It is to serve.Reich here makes a semantic distinction between “ethics” and “morality.” It is clear that he does not equate “ethics” and “morality.” “Ethics,” for him, is merely the business or professional ethics taught in business or professional schools (law schools, medical schools, etc.). Reducing ethics to business or professional ethics is, in my view, incorrect. Although business and professional ethics have their appropriate places in business and professional education and practice, the philosophic study of and reflection on human ethics generally has been considered integral to the concept at least since the most famous book on ethics was written in the fourth century BCE: Aristotle’s Nicomachean Ethics. The term “morality” has a narrower connotation, often confined to religious morality derived from alleged revelation or from a priori “categorical imperatives” postulated by Kant or his successors. For further discussion, see my book Reason and Human Ethics.