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This article describes a three-part framework for making ethical decisions in planning practice. The framework includes both process and substantive components and is based on my own perspective of ethics as a practicing planner but also informed by descriptions of ethics from the planning and public administration literatures. The framework draws heavily on Howe (1994) and Bolan (1983). In terms of process, I describe five stages of a decision-making process and recommend it as a modest contribution to normative ethical theory. The framework also describes four sources of normative ethics; that part of the framework is descriptive, not normative. A third component of the framework identifies different values of the deontological and consequentialist approaches to ethics, neither of which can be considered complete or correct in its own right. 1. Defining Ethics In my own view, ethics seeks to cultivate an individual’s awareness of moral and legal obligations, so as to guide decisions and behavior consistent with those obligations. Ethics seems to be a complex mixture of philosophy, theory, morality, and law, intended to guide right conduct and determine the best possible (though not necessarily always right or good) actions. I am quite tempted to add psychoanalysis to this mix, except that I do not mean to imply that all planners have mental illnesses. Rather, planners can have unethical behaviors, which is less excusable. Borrowing from parts of a definition of psychoanalysis, I would include in my own definition of ethics the following: a system of psychological theory that aims to stimulate or probe the interaction of conscious and unconscious elements in the mind and bringing confrontations and conflicts into the conscious mind, for subsequent resolution.

A Decision-making Framework for the Ethical Planning Practitioner