
5 myths holding back GenAI in the workplace
Here’s what leaders need to unlearn to scale AI across their organizations. ...
by Peter G. Kirchschläger Published November 27, 2024 in Brain Circuits • 3 min read
Ethical decision-making challenges us every day, be it in our private lives, our professional lives, at an organizational level, or in a political or economic context. The SAMBA model encourages ethical decision-making through four steps: 1. See and understand the reality; 2. Analyze the reality from a Moral standpoint; 3. Be the ethical judge; 4. Act accordingly!
This means trying to be as objective as possible about an issue. This is done through being informed by relevant scientific disciplines on what the ‘reality’ is now before trying to assess it ethically. (For example, by informing yourself on a particular issue through appropriate legal, sociological, or psychological research.)
The next step is to analyze the reality from a moral standpoint. Which ethical theory or principle out of the many available will you use to make your ethical assessment? By clarifying which ethical principle you are using, you are being fully transparent in your reasoning when you adjudge something to be just or unjust.
Once you have arrived at your position, apply your judgment in a way that is justified rationally. This is about explaining the underlying rationale for making an ethical judgment, as opposed to holding that view based on emotion or intuition (which is not helpful in conflict resolution).
This relates to the practice-oriented nature of ethics. If we believe that something is ethically right, we should try to act on that belief in our decisions and actions. Conversely, if we believe that an action is ethically wrong, we should avoid doing it.
Karl Marx famously said: “The philosophers have only interpreted the world…The point, however, is to change it.” We need to do both. Ethics is often very good at criticizing something, but the point is to use it in a way that has real-world utility (i.e.; is solutions-oriented). If you criticize something from a moral point of view, you should at least propose some ideas on how the problem can be resolved.
Peter G Kirchschlaeger is Ethics-Professor and Director of the Institute of Social Ethics (ISE) at the University of Lucerne, visiting professor at the Chair of Neuroinformatics and Neural Systems at ETH Zurich and at the ETH AI Center, as well as a research fellow at the University of the Free State in Bloemfontein, South Africa. He is an expert consultant in ethics for international organizations, President a.i. of the Swiss Federal Ethics Committee on Non-Human Biotechnology, and Director of the new master degree program on ethics at the University of Lucerne.
August 19, 2025 • by Michael R. Wade, Konstantinos Trantopoulos , Mark Navas , Anders Romare in Brain Circuits
Here’s what leaders need to unlearn to scale AI across their organizations. ...
August 14, 2025 • by Susanne May in Brain Circuits
Stepping into leadership for the first time? Discover 5 essential lessons to build trust, lead with clarity, and create lasting impact from day one....
August 12, 2025 • by Aharon Cohen-Mohliver in Brain Circuits
In the age of Culture Wars, companies can easily trigger backlashes from customers in response to their actions or the behavior of their leaders. But will such reactions cost them in the...
August 7, 2025 • by Robert Vilkelis in Brain Circuits
Have you ever sat through a polished presentation, delivered by a compelling speaker, only to be left with a nagging feeling afterwards: “That was interesting, but now what?” In the third of...
Explore first person business intelligence from top minds curated for a global executive audience