1. The Milgram experiment is often cited as evidence that people’s obedience to authority can lead them to act unethically or harm others (Milgram). However, it is important to note that the experiment has limitations and the conclusions that can be drawn from it are not definitive.
   1. While it is true that the study showed that many people were willing to obey authority even if it meant causing harm to others, it is not clear that this was due solely to an excessive desire to please authority. Other factors, such as the social context in which the experiment took place, the perceived legitimacy of the authority figure, and the degree of personal responsibility felt by the participants, may have also played a role in shaping the behaviour.
   2. Furthermore, it is important to note that obedience to authority is not inherently unethical and that there are many situations in which it is appropriate and necessary to follow the directives of those in positions of authority. It is only when those directives conflict with ethical or moral principles that obedience to authority can become problematic.
   3. In sum, while the Milgram experiment raises important questions about the power of authority and its effects on human behaviour, it is important to approach the topic with nuance and avoid simplistic conclusions about the causes of unethical behaviour.

2. I remember a situation where a friend of mine went against the authority of her boss at work and later regretted it. My friend was working at a retail store and had been assigned to work the late shift, which she wasn’t particularly happy about because it meant that she would have to take public transportation home late at night. One day, her boss asked her to stay an extra hour after her shift to help with some inventory work. My friend was tired and didn’t want to stay any longer, so she refused to do the extra work and left at her usual time.
   1. The next day, her boss called her into his office and reprimanded her for refusing to do the extra work. He told her that it was part of her job responsibilities and that she should have been more cooperative. My friend was angry and felt that her boss was being unreasonable, so she argued with him and refused to apologize for her behaviour.
   2. However, over the next few weeks, my friend started to notice that her boss was treating her differently. He was less friendly and seemed to be giving her less important tasks to do. Eventually, my friend realized that her refusal to do the extra work had damaged her relationship with her boss and made it harder for her to advance in her job. She regretted her behaviour and wished that she had been more cooperative and understanding.
   3. In this situation, my friend went against the authority of her boss and later regretted it because it had negative consequences for her job and career prospects.
3. Both scenarios are concerning, as they suggest that Joe may be vulnerable to compromising his ethical principles in the face of authority. However, the second scenario may be even more concerning because it suggests a lack of awareness or critical thinking on Joe’s part.
   1. If Joe is so intent on pleasing his boss that he does not even see the ethical issue at hand, he may be more likely to go along with unethical actions without fully understanding the consequences or implications. This could put him and others at risk of harm, as well as damage his reputation and credibility in the long run.
   2. On the other hand, if Joe recognizes the ethical issue but is hesitant to stand up to his superior due to fear of losing his job, he may be more open to reasoning and persuasion. In this scenario, there may be an opportunity to engage Joe in a dialogue about the ethical implications of the request, and to work together to find a solution that is both ethical and aligned with the goals of the organization.
   3. Ultimately, both scenarios highlight the importance of cultivating ethical awareness and critical thinking skills, as well as creating a culture of transparency and accountability within organizations. By promoting ethical behaviour and encouraging open communication, we can help to minimize the risk of unethical actions and promote a culture of integrity and responsibility.
4. Guarding against suspending one’s ethical judgment to unduly defer to authority requires a combination of individual awareness and systemic change. Here are a few strategies that can be used to guard against this:
5. Develop a personal code of ethics: Individuals can develop a personal code of ethics that outlines their values and principles. This can help to clarify what is important to them and guide their decision-making in situations where they are asked to compromise their ethics.
6. Increase awareness of biases and social pressures: People should be aware of the potential biases and social pressures that can influence their behaviour in situations where they are asked to follow authority. This can include taking the time to reflect on one’s own beliefs and values, as well as seeking out diverse perspectives and challenging one’s assumptions.
7. Foster a culture of ethical behaviour: Organizations should promote a culture of ethical behaviour by establishing clear ethical standards, encouraging open communication, and providing training and resources to employees. This can help to create a supportive environment where individuals feel comfortable raising concerns and questioning authority when necessary.
8. Encourage transparency and accountability: It is important to encourage transparency and accountability in organizations, by establishing clear channels for reporting unethical behaviour and holding individuals and organizations accountable for their actions.
9. Seek out alternative sources of authority: Individuals can seek out alternative sources of authority, such as mentors, colleagues, or professional organizations, who can provide guidance and support when faced with difficult ethical decisions.
   1. By adopting these strategies, individuals and organizations can guard against suspending their ethical judgment to unduly defer to authority and promote a culture of integrity and responsibility.
10. In a personal capacity, I do not know what my behaviour would be in a circumstance such as the one in the Milgram Experiment. However, it’s important to note that not all individuals who participated in the Milgram experiment obeyed the authority figure’s commands. Some participants were more resistant to the demands of the authority figure and refused to continue administering shocks. This suggests that there may be individual differences in how people respond to authority and that personal values and beliefs can play a significant role in ethical decision-making.
    1. Given the complex nature of human behaviour and decision-making, it’s difficult to predict with certainty how any individual might behave in the Milgram experiment. However, it’s clear that individuals who are more aware of their values and beliefs, and who engage in critical thinking and reflection, may be more likely to resist the pressures of authority and make ethical decisions even in challenging situations.

In summary, while I cannot speculate on how I or any other individual might have behaved in the Milgram experiment, it’s clear that the study underscores the importance of ethical awareness, critical thinking, and the need to challenge authority when necessary.

Works Cited

Milgram, S. “Behavioral Study of obedience.” The Journal of Abnormal and Social Psychology (1963): 371-378.