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Like a fish’s tail fin, ethics provides propulsion for our communication for big decisions.
Like a fish’s tail fin, ethics provides propulsion for our communication for big decisions.

It takes months or years of presentations to make a big decision. The relationships of interacting parts and people will change. Some uncertainties will become more certain, while others will emerge. Ethics are the way we make decisions and, therefore, are the one thing that propels us through our journey.

 

The FINESSE fishbone diagram provides the seven essential elements for effective communication for big decisions. Playing on the theme of a fish, a fish’s tail fin provides it with propulsion. Let's explore the tail fin of the FINESSE fishbone diagram.

 

Ethics Are the Way We Make Decisions

Ethics offer a set of principles that guide the information we present and the way we present it. Our ethics drive a sense of predictability and trustworthiness from our decision makers in the information and opinions we share.

 

"Ethics are the way we make decisions." – JD Solomon.

 

Navigating the concepts of ethics, morals, and laws is tricky. While these concepts often overlap, to say the someone is unethical is usually an exaggeration. It is often more accurately said that someone does not share the same ethics as you or the collective body.

 

Ethics vs. Morals

Morals are personal beliefs about right and wrong. Our upbringing, culture, religion, and personal experiences shape them. For example, one person might believe it's morally wrong to drink alcohol, while another might not see any issue with it.

 

On the other hand, ethics are the rules or guidelines set by a group or society to ensure fair and just behavior. Think of ethics as a community's agreed-upon standards. For instance, medical ethics guides licensed physicians on how to treat patients with confidentiality and respect.

 

Ethics vs. Law

Laws are formal rules created by governments to maintain order and protect citizens. Breaking a law can lead to penalties like fines or imprisonment.

 

Ethics are more about moral principles guiding individual behavior. While ethical guidelines can influence laws, they aren't legally binding. Violating ethical standards might lead to social disapproval or professional consequences but not legal penalties.

 

Ethical Conduct May Be Part of the Law

Ethical conduct is part of the legal framework in my home state of North Carolina, where I serve as a public official. The State Government Ethics Act sets standards for state officials to avoid conflicts of interest and ensure transparency.

 

Part of the Ethics Act requires public officials to undergo ethics training every two years and submit a Statement of Economic Interest (SEI) each year.

 

This law provides transparency and accountability by identifying potential conflicts of interest between public duties and private interests. It is one example of where society’s expectations of ethical behavior are legally incorporated.

 

Ethics Laws vs. Professional Ethics Codes

Ethics laws, such as the one from North Carolina, are legally binding and enforced by government bodies and the courts.

 

By contrast, ethics codes are guidelines set by professional organizations. Violating an ethics code might result in disciplinary actions like suspension or expulsion from the professional body but they are not legally binding.

 

Three Types of Ethics

Individuals have their own ethics. These ethics may be overlain or re-shaped by professional ethics (ethical codes) or by statute (ethical laws). In all cases, individuals have some way they make decisions and some way they share information with others.

 

In the absence of a binding set of professional or legal ethics, personal ethics are a blend of three overarching types. Most people are strong in one form, but different forms may be applied in different situations. That’s where the differences and troubles begin.

 

Right and Wrong

Virtue ethics are based on the foundation that there is an absolute right and wrong.

 

For example, Aristotle described virtue as courage, temperance, liberality, magnificence, magnanimity, proper, ambition, patience, truthfulness, wittiness, friendliness, modesty, and righteous indignation. Conversely, some of the ways he described framed vice are rashness, vulgarity, vanity, ambition, boastfulness, buffoonery, flattery, and envy.

 

"Virtue does not come from wealth, but wealth, and every other good thing which men have, comes from virtue." - Socrates.

 

While we all believe in right or wrong, it is difficult to bring diverse decision makers to a singular allocation of resources if the underlying argument is right versus wrong, good versus bad, or virtuous versus non-virtuous. Complexities and uncertainties produce shades of grey.

 

No Harm, No Foul

Consequence-based ethics, or consequentialism, refers to moral theories that hold that the consequences of an action serve as the basis for any valid judgment. From a consequentialist standpoint, a right action is one that produces a good outcome or consequence – in other words, "the ends justify the means."

 

Consequence-based ethics were first developed by two people credited in economics with creating Marginal Utility Theory (MUT). In MUT, comparative differences and incremental pain matter most. In other words, “no harm, no foul.”

 

"Actions are right in proportion as they tend to promote happiness; wrong as they tend to produce the reverse of happiness." - John Stuart Mill.

 

Advocates, seeking to persuade or manipulate human opinion, usually encourage a consequential approach to communications and decision making. After all, “the ends justify the means," so the decision makers need to know only the aspects that bring them to the advocate's desired position.

 

Advocates usually fall into broad classes like salespeople, attorneys, politicians, and self-enlightened crusaders.

 

Let The Buyer Beware

Duty-based, or deontological ethics, holds that the consequences of actions do not make them right or wrong. Rather, the motives of the person who carries out the action make the actions right or wrong.

 

The obligation for making decisions is on the process and sharing of information, which can be honestly managed, and not on outcomes, which are governed by an uncertain future.

 

“The only thing good about the act is the will, the good will. That will is to do our duty.” - attributed to Immanuel Kant

 

Deontological ethics is in direct contrast to consequential ethics. Also described as duty-based ethics, they prioritize full disclosure and acting as you would want all people to act toward all other people (Kant’s version of the Golden Rule).

 

Licensed physicians are legally bound by duty-based ethics. So are licensed professional engineers.

 

Bone 7: Ethics

The ethics triangle is merely a framework. Most people are not as "pure" as described in the simplified framework. Most individuals and groups adhere predominately to one form and secondarily to one of the others when making decisions.

 

"Search others for their virtues, thyself for thy vices." – Benjamin Franklin

 

Understanding ethics helps us navigate our communication and related decision making more effectively. Ethics govern what information we present and how we make decisions.

 

What’s All of This Fin Stuff?

FINESSE is grounded in systems thinking and cause-and-effect relationships. The FINESSE fishbone diagram's elements (or bones) are Frame, Illustrate, Noise, Empathy, Structure, Synergy, and Ethics.

 

While working on the visuals associated with the FINESSE fishbone diagram, we debated whether the skeleton should have fins or just bones. We chose the traditional depiction with just bones, but it created thought around the purpose of the fins.

 

The tail fin of a fish provides propulsion. Our ethics, like the tail fin of a fish, give us the power to move through uncertainty and complexity toward a big decision.

 

FIN-ESSE

The seven bones of the FINESSE fishbone diagram are necessary and sufficient for effective communication for big decisions. Like any system, the performance of each bone does not have to be perfect as long as each is addressed and all work together.

 

The Fins of FINESSE provide some helpful associations. We have looked at the top fin (data and information), the bottom fin (the audience), and the tail fin (propulsion).



Communicating with FINESSE is the not-for-profit community of technical professionals dedicated to being highly effective communicators and facilitators. Visit our Tackle Shop for communication and facilitation resources. Join the community for free.



Effective business cases honor what is known, recognize what is uncertain, and commit to regular reassessment.
Effective business cases honor what is known, recognize what is uncertain, and commit to regular reassessment.

Effectively communicating a business case for large, long-term projects requires careful consideration of evolving data, sustained credibility, and adaptability over months or even years. These business cases often involve major investments, ongoing discovery, and shifting assumptions. Making sure communication remains clear, honest, and flexible is key to maintaining decision-maker confidence and project viability.


Honoring What You Know and Don’t Know

In complex business cases, being transparent about what is known at any given stage and what remains uncertain is crucial. Large projects unfold over time, and initial assumptions may change as new information emerges. Communicating a business case effectively requires:


A. Acknowledging Uncertainty

Be upfront about potential unknowns, such as evolving market conditions, technological advancements, or unforeseen regulatory changes.


B. Updating Assumptions

Regularly revisit key assumptions and communicate changes as new insights become available.


C. Maintaining Credibility

Stakeholders respect honesty. Rather than over-promising, demonstrate a commitment to adapting as new data is gathered.


Structuring a Long-Term Business Case

A well-structured business case for an extended timeframe must account for potential shifts while maintaining a clear strategic vision. Key elements include:

  1. Executive Summary – A concise high-level overview that sets expectations about the project's scope and potential variability.

  2. Problem Statement – Clearly define the issue the business case addresses, including early data and known variables.

  3. Proposed Solution and Alternatives – Outline the recommended approach while considering alternative pathways that may become relevant as the project progresses.

  4. Evolving Cost-Benefit Analysis – Detail initial financial estimates while acknowledging that costs and benefits may shift over time.

  5. Implementation Roadmap – Provide an adaptable plan with milestones, decision points, and contingencies for changing circumstances.

  6. Risk Management and Contingency Planning – Recognize potential disruptions and outline strategies for mitigating evolving risks.

  7. Regular Review Mechanisms – Define how and when the business case will be revisited to incorporate updated information.


Balancing Vision with Flexibility

A strong business case must strike a balance between a clear strategic vision and the ability to adapt to unforeseen changes. While presenting a compelling long-term direction is essential, rigid adherence to initial projections can lead to missed opportunities or inefficiencies. To maintain this balance:


1. Set Core Objectives

Clearly define the key goals that should remain unchanged despite evolving circumstances.


2. Incorporate Adaptive Planning

Develop scenarios that allow for adjustments based on new market trends, financial realities, or technological advancements.


3. Encourage Iterative Decision-Making

Rather than viewing the business case as a one-time approval document, treat it as a living framework that evolves with the project’s progress.


The Role of Cross-Functional Collaboration

Large-scale business cases require input from multiple disciplines, ensuring that the case is robust, realistic, and actionable. Cross-functional collaboration helps align different perspectives and prevents blind spots in planning. Key considerations include:


1.Engaging Diverse Expertise

Finance, operations, legal, IT, and marketing teams all bring unique insights that can enhance the feasibility of a business case.


2.Creating a Unified Narrative

Different departments may prioritize different elements of the case; unifying these perspectives into a cohesive story strengthens the argument.


3. Facilitating Continuous Dialogue

Encouraging open communication between teams throughout the lifecycle of the business case ensures that evolving insights are incorporated promptly.


The Role of Adaptive Communication

Given the long-term nature of these business cases, communication must be dynamic. Strategies for maintaining transparency and credibility include:


1. Frequent Updates

Schedule periodic reviews to reassess assumptions and present revised findings.


2. Clear Documentation

Maintain records of decisions, updated projections, and key turning points in the process.


3. Balanced Messaging

Make sure communications reflect both optimism and realism, preparing stakeholders for necessary course corrections.


Commitment to Credibility Through Business Cases

A business case that spans years cannot be static. Honoring what is known, recognizing what is uncertain, and committing to regular reassessment builds trust and positions the case for long-term success. Effective communication fosters ongoing alignment rather than simply persuading stakeholders at a single moment in time, ensuring that decision-making remains informed and responsive to new developments. In the end, you get more of what you need.



JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Visit our Program Development page for more information on business cases, third-party assessments, phasing projects, and related services.

JD is the founder of Communicating with FINESSE®, the creator of the FINESSE fishbone diagram®, and the co-creator of the SOAP criticality method©. He is the author of Communicating Reliability, Risk & Resiliency to Decision Makers: How to Get Your Boss’s Boss to Understand and Facilitating with FINESSE: A Guide to Successful Business Solutions.


Some parts of the Trump environmental agenda will stick, and some will not.
Some parts of the Trump environmental agenda will stick, and some will not.

President Trump has introduced sweeping environmental policy changes since taking office 60 days ago. Normally, a new administration takes a year to introduce new policies and replace administrators. Trump has done it within the first two months, so it's difficult to say just how fast these changes will take to make an impact - and, for that matter, which ones will actually have an impact. Here’s an overview of the first sixty days and what is to come.

 

The Long and Short of It

  • Major Climate Change initiatives are over at the federal level

  • Electric Vehicle (EV) mandates and special supports are substantially gone

  • Environmental Justice (EJ) special policies and financial supports are gone

  • Water Rules are specific targets

    • 2024 Waters of the United States (WOTUS) rule

      • Actions pending

       

    • 2024 PFAS CERCLA Hazardous Substance Designation

      • Requested a 60-day stay of the appeal


    • 2024 PFAS Drinking Water MCLs

      • Appeal stayed until April 8


    • 2024 Lead and Copper Rule Improvements (LCRI), including the mandate to remove lead service lines (LSLs) within 10 years regardless of tap sample results

      • Requested a 60-day stay of the appeal

 

Five Pillars to Help Power the Great American Comeback

On February 4, 2025, EPA Administrator Lee Zeldin announced the agency’s Powering the Great American Comeback Initiative, to achieve the agency’s mission while energizing the greatness of the American economy. This plan outlines the agency’s priorities.

 

Pillar 1: Clean Air, Land, and Water for Every American

“Every American should have access to clean air, land, and water. I will ensure the EPA is fulfilling its mission to protect human health and the environment. In his first term, President Trump advanced conservation, reduced toxic emissions in the air, and cleaned up hazardous sites, while fostering economic growth for families across the country. We remain committed to these priorities in this administration, as well as ensuring emergency response efforts are helping Americans get back on their feet in the quickest and safest way possible. We will do so while remaining good stewards of tax dollars and ensuring that every penny spent is going towards advancing this mission,” said Administrator Zeldin.

 

Pillar 2: Restore American Energy Dominance

“Pursuing energy independence and energy dominance will cut energy costs for everyday Americans who are simply trying to heat their homes and put gas in their cars. This will also allow our nation to stop relying on energy sources from adversaries, while lowering costs for hardworking middle-income families, farmers, and small business owners. I look forward to working with the greatest minds driving American innovation, to ensure we are producing and developing the cleanest energy on the planet,” said Administrator Zeldin.

 

Pillar 3: Permitting Reform, Cooperative Federalism, and Cross-Agency Partnership

“Any business that wants to invest in America should be able to do so without having to face years-long, uncertain, and costly permitting processes that deter them from doing business in our country in the first place. It will be important for the EPA to work with our partners at the state and federal levels to ensure projects are being approved and companies can invest billions of dollars into our nation. Streamlining these processes, while partnering with businesses to follow the necessary steps to safeguard our environment, will incentivize investment into our economy and create American jobs,” said Administrator Zeldin.

 

Pillar 4: Make the United States the Artificial Intelligence Capital of the World

“As we rapidly advance into this new age of AI, it is important that the United States lead the world in this field. Those looking to invest in and develop AI should be able to do so in the U.S., while we work to ensure data centers and related facilities can be powered and operated in a clean manner with American-made energy. Under President Trump’s leadership, I have no doubt that we will become the AI capital of the world,” said Administrator Zeldin.

Pillar 5: Protecting and Bringing Back American Auto Jobs

“Our American auto industry is hurting because of the burdensome policies of the past. Under President Trump, we will bring back American auto jobs and invest in domestic manufacturing to revitalize a quintessential American industry. We will partner with leaders to streamline and develop smart regulations that will allow for American workers to lead the great comeback of the auto industry,” said Administrator Zeldin.

 

31 Actions Aimed at Deregulation

On March 12, U.S. Environmental Protection Agency (EPA) Administrator Lee Zeldin announced the agency will undertake 31 historic actions in the greatest and most consequential day of deregulation in U.S. history. While accomplishing EPA's core mission of protecting the environment, the agency is committed to fulfilling President Trump's promise to unleash American energy, lower the cost of living for Americans, revitalize the American auto industry, restore the rule of law, and give power back to states to make their own decisions.  

 

Unleashing American Energy  

  • Reconsideration of regulations on power plants (Clean Power Plan 2.0) 

  • Reconsideration of regulations throttling the oil and gas industry

  • Reconsideration of Mercury and Air Toxics Standards that improperly targeted coal-fired power plants (MATS) 

  • Reconsideration of mandatory Greenhouse Gas Reporting Program that imposed significant costs on the American energy supply (GHG Reporting Program) 

  • Reconsideration of limitations, guidelines and standards (ELG) for the Steam Electric Power Generating Industry to ensure low-cost electricity while protecting water resources (Steam Electric ELG) 

  • Reconsideration of wastewater regulations for oil and gas development to help unleash American energy (Oil and Gas ELG) 

  • Reconsideration of Biden-Harris Administration Risk Management Program rule that made America’s oil and natural gas refineries and chemical facilities less safe (Risk Management Program Rule) 

 

Lowering the Cost of Living for American Families 

  • Reconsideration of light-duty, medium-duty, and heavy-duty vehicle regulations that provided the foundation for the Biden-Harris electric vehicle mandate (Car GHG Rules) 

  • Reconsideration of the 2009 Endangerment Finding and regulations and actions that rely on that Finding (Endangerment Finding) 

  • Reconsideration of the technology transition rule that forces companies to use certain technologies that increase costs of food at grocery stores and semiconductor manufacturing (Technology Transition Rule)

  • Reconsideration of Particulate Matter National Ambient Air Quality Standards that shut down opportunities for American manufacturing and small businesses (PM 2.5 NAAQS) 

  • Reconsideration of multiple National Emission Standards for Hazardous Air Pollutants for American energy and manufacturing sectors (NESHAPs) 

  • Restructuring the Regional Haze Program that threatened the supply of affordable energy for American families (Regional Haze) 

  • Overhauling Biden-Harris Administration’s “Social Cost of Carbon” 

  • Redirecting enforcement resources to EPA’s core mission to relieve the economy of unnecessary bureaucratic burdens that drive up costs for American consumers (Enforcement Discretion) 

  • Terminating Biden’s Environmental Justice and DEI arms of the agency (EJ/DEI) 

 

Advancing Cooperative Federalism  

  • Ending so-called “Good Neighbor Plan” which the Biden-Harris Administration used to expand federal rules to more states and sectors beyond the program’s traditional focus and led to the rejection of nearly all State Implementation Plans 

  • Working with states and tribes to resolve massive backlog with State Implementation Plans and Tribal Implementation Plans that the Biden-Harris Administration refused to resolve (SIPs/TIPs) 

  • Reconsideration of exceptional events rulemaking to work with states to prioritize the allowance of prescribed fires within State and Tribal Implementation Plans (Exceptional Events) 

  • Reconstituting Science Advisory Board and Clean Air Scientific Advisory Committee (SAB/CASAC) 

  • Prioritizing coal ash program to expedite state permit reviews and update coal ash regulations (CCR Rule) 

  • Utilizing enforcement discretion to further North Carolina’s recovery from Hurricane Helene 

 

Trump’s Environmental Agenda

Trump's environmental agenda is aggressive. Some parts of it will stick, and some will not. Certainly, it will not be as good or as bad as either political extreme predicts. Changes are coming, along with a period of uncertainty for businesses and consultants as those changes take hold.




JD Solomon Inc. provides solutions for program development, asset management, and facilitation at the nexus of facilities, infrastructure, and the environment. Visit our Environmental page for more information related reliability, risk management, resilience, and other asset management services. Subscribe for bi-monthly updates related to our firm.

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