A professor of business ethics weighs in on Franklin Templeton's firing of Amy Cooper.
Amy Cooper acted reprehensibly. In a 911 call, she claimed,"there is a man, African-American, he has a bicycle helmet and he is recording me and threatening me and my dog." As it turns out, she was merely asked to leash her dog, in line with the policy of the Ramble at Central Park. The 57-year-old black man, Christian Cooper , whom she falsely accused, captured the incident on video.
Like many questions in ethics, the issue is thorny. While the case in favor of firing her may seem clear, there are also some largely under-appreciatedto be an appropriate response to wrongdoing. But blame can sometimes be unjust: notably, when blaming individuals beyond what they deserve. Even when a person has acted wrongly, there must be a limit to how much blame wrongdoers can justifiably be subjected to. Surely, Amy deserved blame—even a significant amount of blame. This is especially so, given the backdrop of her being a white woman claiming that a black man was threatening her—she exposed Christian to a heightened risk of death, injury and unjust imprisonment at the hands of law enforcement.
Employers, too, can express blame. One of the ways they can do this is through firing an employee. But when an employee is at the center of mass social media outrage, the employer is already aware that the employee has been blamed by hundreds of thousands of people. Amidst this global outrage, the employer's added blame through firing risks being undeserved and thus wrong. This provides employers with a strong moral reason not to fire the employee.
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