I Know I Should Not Be Biased, But How Do I Do That?

Abstract

Those who occupy positions of authority such as public officials and corporate executives frequently find themselves in contexts in which their choices can be expected to have consequences regarding the distribution of benefits and burdens among various stakeholders. How should such people reason in such contexts so as not to be biased? Herein I set forth and critically examine two answers to this question. The first is based on the work of John Rawls and is intuitively attractive. Nevertheless, I argue that there is reason to question its plausibility. The second is based on the work of John Finnis and is initially not intuitively attractive. Nevertheless, I develop a defense of it. If my defense of the second answer is plausible, what those who occupy positions of authority should do so as not to be biased when making choices in contexts of distributive choice is quite different than what is commonly supposed.