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Saturday, January 13, 2018

The costs of being consequentialist: Social perceptions of those who harm and help for the greater good

Everett, J. A. C., Faber, N. S., Savulescu, J., & Crockett, M. (2017, December 15).
The Cost of Being Consequentialist. Retrieved from psyarxiv.com/a2kx6


Previous work has demonstrated that people are more likely to trust “deontological” agents who reject instrumentally harming one person to save a greater number than “consequentialist” agents who endorse such harm in pursuit of the greater good. It has been argued that these differential social perceptions of deontological vs. consequentialist agents could explain the higher prevalence of deontological moral intuitions. Yet consequentialism involves much more than decisions to endorse instrumental harm: another critical dimension is impartial beneficence, defined as the impartial maximization of the greater good, treating the well-being of every individual as equally important. In three studies (total N = 1,634), we investigated preferences for deontological vs. consequentialist social partners in both the domains of instrumental harm and impartial beneficence, and consider how such preferences vary across different types of social relationships.  Our results demonstrate consistent preferences for deontological over consequentialist agents across both domains of instrumental harm and impartial beneficence: deontological agents were viewed as more moral and trustworthy, and were actually entrusted with more money in a resource distribution task. However, preferences for deontological agents were stronger when those preferences were revealed via aversion to instrumental harm than impartial beneficence. Finally, in the domain of instrumental harm, deontological agents were uniformly preferred across a variety of social roles, but in the domain of impartial beneficence, people prefer deontologists for roles requiring direct interaction (friend, spouse, boss) but not for more distant roles with little-to-no personal interaction (political leader).

The research is here.
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