ethical dilema Flashcards

1
Q

what is deontology?

A

Actions are performed out of duty or moral obligation

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2
Q

what is consequence

A

Actions are ‘right’ or ‘wrong’ according to the balance of their good or bad consequences.

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3
Q

what is virtue

A

Places value on the moral character of the actor rather than acts or outcomes of acts.

Appeal to virtues to determine what should be done.

The virtues are qualities of character e.g. courage, temperance, wisdom, and justice.

The virtues are both the marks of and the means to human flourishing.
Examples
Being courageous, temperate, wise, and just is a way of achieving flourishing.
A courageous, temperate, wise and just person are marks of a person who is flourishing

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4
Q

what is context

A

Appeal to the context of action to determine what should be done; i.e. case-based reasoning

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5
Q

what are the 4 biomedical ethical principle

A

Non-Maleficence
To not cause harm
Includes both ‘acts and omissions’
Could include withholding/withdrawing treatment that harms patients

Beneficence
Promote the well being of others, benefit to the patient
Encompasses medical paternalism
Acting without consent or overriding a person’s wishes, wants, or actions, in order to benefit the patient or prevent harm.

Respect for autonomy
Right of a competent adult to make informed decisions, including to refuse (even life-saving) treatment
Self-determination
An individual’s action ought to be the result of his or her own choices
Freedom to act independently

Justice
Fairness - distribute health care resources (goods and service)
Treat similar cases in similar ways
Same respect to patients in different circumstances

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6
Q

what is Act Utilitarianism

A

Based on the consequences of actions alone.
Philosopher Jeremy Bentham (1748-1842).
So in utilitarianism, what should be done are those actions which maximize pleasure and minimize pain for the greatest number of individuals.

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7
Q

what is Rule Utilitarianism

A

Pupil of Bentham, the philosopher J. S. Mill (1806-1873)
Proposed that the obvious problems could be addressed by following rules of action that generally maximizes pleasure and minimizes pain as consequences
Believed that happiness, not pleasure, should be the standard of utility.

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8
Q

Issues with utilitarianism

A

There are significant problems in making utilitarian theories work.
Limited to considering consequential utility
Measuring pleasure and pain.
Measuring consequences.
Determining what time-frame over which consequences should be measured
Differences in the experience of pleasure and pain.

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9
Q

what is (new) Neo-Aristotelian Virtue

A

Relies upon THREE concepts:
Virtue (Gk. Arete)
Practical Wisdom (Gk. Phronesis)
Human Flourishing (Gk. Eudaimonia)

The central normative concept surprisingly is NOT virtue, rather it is Human Flourishing.

There is a chain of answers to the question why we do something. The end of this chain, argued Aristotle and other ancient Greeks was
eudaimonia or Human Flourishing
ultimate end of human action

The virtues are both the means to achieve Human Flourishing and the measure of its realization.

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10
Q

Issues with virtue ethics

A

The primary issue with virtue ethics is what do you do when two virtuous persons conflict.
e.g. over whether abortion is morally permissible

There are also issues over the precise content of Human Flourishing which gives context to the virtues.

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11
Q

Ethical Decision Making Framework

A
  1. Determine the facts
  2. Define the ethical issue
  3. Analyse the problem: identify major principles, rules, values
  4. Develop and evaluate solutions
  5. Make a decision
  6. Act
  7. Assess and reflect on decision
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12
Q

GPhC Standards for pharmacy professionals

A

Pharmacy professionals must:
Provide person-centred care
Work in partnership with others
Communicate effectively
Maintain, develop and use their professional knowledge and skills
Use professional judgement
Behave in a professional manner
Respect and maintain the person’s confidentiality and privacy
Speak up when they have concerns or when things go wrong
Demonstrate leadership

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