7.Phil Cortez- "The Cost of Keeping a Secret"

Phillip Cortez reread the engineering director's email with considerable anxiety.It read: "Call me at your earliest convenience about the design specs for the new radial."

"New radial" - that could mean only one thing: that his employer National Rubber and Tire, wanted to beat its biggest competitor, Lifeworth, in getting an 80,000 mile, puncture-proof tire to the market.

Ordinarily such a memo would signal a challenge for an employee as conscientious as Phil. But until 6 months ago, Cortez had been employed by Lifeworth.While there, he had been instrumental in drawing up the design specs for a similar tire.Lifeworth was not only interested in producing it, but was also counting on the new tire to revitalize its sagging profit posture.In fact, so important did Lifeworth consider Cortez's work that, when he had announced his departure, Lifeworth's president reminded him of the agreement which Cortezhad entered into when he joined Lifeworth. He had promised to refrain from disclosing any classified information directly or indirectly to a competitor for a period of two years after his termination.In no uncertain terms, the president indicated that he considered Cortez's work on the new radial highly classified.Cortez had assured him that he anticipated no conflict of interest since National gave him every indication that his position was primarily as a manager, not in a technical capacity.

And now, the memo was as plain as day!Cortez responded to it immediately and his worst fears came true.As he suspected, the engineering director solicited Cortez's input on the matter of a new radial.

Without hesitation Cortez explained his dilemma.While sympathetic, the director broadly hinted that refusal to provide constructive input would not only result in a substantial disservice to National, but was certain to affect Cortez's standing with the firm."After all", the director said, "it's very difficult to justify paying a man a substantial salary and expediting his movement up the corporate ladder when his allegiances are obviously elsewhere."

The conversation ended coldly with the director's advising Cortez to "think about it."

Questions to answer:

1. What do you believe are Phil Cortez's moral obligations in this situation?
2. Why does Cortez have these obligations?
3. What would you specifically recommend he do?
4. If Cortez applied only a Value Ethics/Morality approach, would your recommendation in Question 3 change?
5. If Cortez applied an Ethical Egoism approach, would your recommendation in Question 3 change?
6. If Cortez applied a Utilitarianism approach, would your recommendation in Question 3 change?