This Town - meh.

I feel a bit cynical, but I believe that Leibovich’s true motivation for writing Two Parties and a Funeral—Plus Plenty of Valet Parking! —in America’s Gilded Capital was to profit financially and professionally.  The novel, as I read it, borders on narcissism.  However, let’s say for all intent and purposes that the author’s intentions were pure.  I would imagine that the ethical norms and calculations that might inform Leibovich’s purpose in writing the book include those seemingly innate, possibly conditioned norms that include what I like to call the sniff test.   If an issue reeks of ethical and moral inconsistency, then it doesn’t pass the sniff test. 

The book is filled with instances where egotistical politicians and pseudo-politicians compromise their moral and ethical integrity for political, financial, or professional gains.  However, in Western culture, fame and notoriety often outweigh one’s offences.  I believe that the author made an excellent point when he noted that “The life cycle of public disgrace has been condensed to where the actual offense gets washed away, leaving just a neutral sheen of notoriety” (Leibovich, 2014). 

Leibovich’s role as a journalist makes itself known throughout the novel as he attempts to “out” the truth about Washington politics leaving the reader to decide which individuals and political groups were morally “good” or “bad”…with some obvious and intentional attempts to sway that decision (journalists - nothing new here).  Thomas Wall noted when speaking about moral values and the theory of value, that “A morally good person is someone who routinely does what is right for the right reason.  The “right reason” means “with the proper motive, intention, attitude, and feeling” (Wall, 2008, p.68).  Therefore, it would stand to reason that “a morally bad person is someone who routinely performs immoral actions for the wrong reasons” (p.68).  Using this line of thinking, it would seem that most of the author’s examples (most of Washington) are morally reprehensible individuals…then why do we as constituents perpetuate the cycle?  We routinely elect and reelect morally corrupt individuals…we vote for politicians based on race, religion, family values and the like; not whether or not the individual can lead our country ethically on a morally sound footing. 

Cited

Leibovich, M. (2014). This town: Two parties and a funeral – plus plenty of valet parking! – in America’s gilded capital. New York, NY: Penguin Group

Wall, T.F. (2008). Thinking critically about moral problems. Belmont, CA: Wadsworth Cengage Learning.     

Trustworthiness in the White House

In Chapter 11 (no moral/ethical bankruptcy pun intended) of Mark Leibovich’s novel, This Town: Two Parties and a Funeral--Plus, Plenty of Valet Parking!--in America's Gilded Capital, President Barack Obama’s highly publicized policy of banning lobbyists from the White House comes under fire once again in Leibovich’s typical sarcastic, yet entertaining tone (2014, p.261).  Obama’s pledge as a candidate for the presidency was that he would not allow lobbyists to hold any sway of the dealings of the White House.  However, it has since become common knowledge that his closed-door policy toward the lobbyist community has transformed into a revolving door.  With a quick glance at the presidential approval ratings, one can easily see the President’s loss of credibility amongst the American people.  “Credibility is mostly about the consistency between words and deeds.  People listen to the words and look at the deeds.  Then they measure the congruence.  A judgement of “credible” is handed down when the two are consonant” (Kouzes & Posner, 2011, p.33).  The breach of ethical standards here boils-down to the trustworthiness of a public official.  Some may say that other members of the President’s cabinet also had a hand in permitting lobbyists to permeate White House transactions.  Nevertheless, the leader should set the precedence and retaliate against those who would undermine his policy.  “The more seriously you treat your own commitments, the more seriously others will treat them; if you take your promises lightly, others will also” (p.80). 

Cited

Kouzes, J., & Posner, B. (2011). Credibility: How leaders gain and lose it, why people demand it (2nd ed., p. 33). San Francisco, CA.: Jossey-Bass.

Leibovich, M. (2014). This town: Two parties and a funeral--plus, plenty of valet parking!--in America's gilded capital (1st ed., pp. 261-293). New York, NY: Penguin Group, LLC.