The “Ought-Is” Problem: An Implementation Science Framework for Translating Ethical Norms Into Practice

Abstract

We argue that once a normative claim is developed, there is an imperative to effect changes based on this norm. As such, ethicists should adopt an “implementation mindset” when formulating norms, and collaborate with others who have the expertise needed to implement policies and practices. To guide this translation of norms into practice, we propose a framework that incorporates implementation science into ethics. Implementation science is a discipline dedicated to supporting the sustained enactment of interventions. We further argue that implementation principles should be integrated into the development of specific normative claims as well as the enactment of these norms. Ethicists formulating a specific norm should consider whether that norm can feasibly be enacted because the resultant specific norm will directly affect the types of interventions subsequently developed. To inform this argument, we will describe the fundamental principles of implementation science, using informed consent to research participation as an illustration.     

Transfer of conditioned fear and avoidance: Concurrent measurement of arousal and operant responding

A reversal design was employed for the analysis of transfer of fear and avoidance through equivalence classes. Two 5-member equivalence classes (A1-B1-C1-D1-E1 and A2-B2-C2-D2-E2) were established. Then B1 and C1 were paired with shock (CS+) and served as S^Ds in avoidance training (B2 and C2 were trained as CS-/S^∆s for avoidance). Further avoidance training followed with D1 and E1 (as S^Ds) and D2 and E2 (as S^∆s), with the first presentation of each of these stimuli serving as the first transfer test. Afterwards, aversive conditioning contingencies were reversed: B2 and D2 were paired with shock and trained as S^Ds for avoidance, B1 and D1 were presented without shock (CS-/S^∆s). Transfer was tested again with C1, E1, C2 and E2. This reversal was implemented to allow for the within-subject replication of transfer effects upon changes in the function of only a subset of each class's elements. Avoidance (key presses) and conditioned fear (skin conductance and heart rate) were simultaneously measured. Results show a clear transfer effect for avoidance, with between- and within-subject replications. For physiological measures, transfer effects in the first test could only be imputed on the basis of group-based inferential statistical analysis. Evidence for between-subject replication was weaker, with only a limited proportion of participants meeting the individual criterion for transfer.     

Signaling trustworthiness: The effect of leader humor on feedback-seeking behavior

ABSTRACT

Given its capacity to cultivate a range of positive outcomes in the workplace, humor has been recognized as a valuable tool for leadership purposes. However, the theoretical understanding of leader humor remains relatively limited and the mechanism through which it influences follower outcomes has not been clearly identified. Drawing on signaling theory, we developed and empirically tested a model which delineates the relationship between leader humor and a specific follower behavior – proactive feedback seeking. We collected data from 304 employees and their respective leaders working in a large Canadian retail organization. Results of our analyses indicate that leader humor can impact subordinate feedback-seeking behavior via its influence on subordinates’ affect-based and cognition-based trust in the leader.