Let's do something else with the Bayer case before we make conclusions about it. Let's go back to our framework for moral reasoning. The reason I do this and I keep doing it, is that this is the most important element of this course. When you leave this course, you're not going to remember all the ethical theories. You're not going to remember all the cases. But what I really like you to remember is the ethical decision-making process and the reason is you're, going to get into some tight spots. You're going to face some ethical decisions, I know that. I don't know what they are though I can't predict. If you can just sit down for five minutes or maybe 10 minutes, but fine and go through these steps, sometimes it helps you think through the case, and sometimes it helps you also be defending your position to your other managers or to your team is very important to be able to do that. Because you're going to have to do that a lot. Sometimes you can convince companies to change the way they're doing things as a result, we saw that in the Burke case where the head researcher said, look, we just have to do this. This is critical, all these people and their illness is at stake and by having strong arguments, he was able to convince the whole company to engage in the process of developing this drug. He didn't do it by just saying, who think we ought to do that? He did it by very clear, rational decision-making. That's why you're going to get tired of me doing this. But what I really want is that's the takeaway from the course. If you don't remember anything else, this is what I'd like you to remember. Now let's look again, at Bayer Crop Science. We know what the facts are. We know something about the culture in India. We don't probably know enough except for those of you who are from India and you know a lot. But we do know there's this ancient tradition of using child labor in the farms and is partly because of poverty and is partly because sometimes people are too poor to get other laborers, that's partly driven by custom. But it's so ingrained. Think about habits you have that are ingrained. It's hard to get rid of them. That isn't bad, it's just to say some of my habits are good, like getting up in the morning, brushing your teeth and some of the little stuffs, really works pretty well. But we have to think about our habits. This is, what we end in a culture, we also want to examine the habits and the practices to see how good they are and how well they work. This is what this case is trying to do. Now we saw the issues. Should they go ahead, forget this, just block it out, pretend they don't notice their child labor. But then what about the morale and the publicity bad, should they sell it? Well, then they've got the cotton seed problem. They're going to buy from another company. There's no guarantee they don't have child labor records. There's probably a guarantee they do. Then there's the power dynamics. This is a huge companies, gigantic, multi-billion dollar company, been an India of years. It could just say, we're not going to use child labor here. But then how does that look? Big company bossing around bunch of little farmers. They don't like it. I don't think Bayer likes it either. Most companies really don't want to do that, even though they do sometimes, as you know. They could do that. Now we saw standard stakeholder in their map. Then I changed it by putting the children in the middle because I wanted us to focus on them as stakeholders. They're the issue here. Of all the issues in this case, the child labor is the issue. We know what the alternatives are, sell it, make a deal with farmers not to hire children. Then what kind of deal? Pay a premium. But how can Bayer Crop Science respect those farmers, avoid child labor and not appear as neo-colonials? Very difficult. But we'll see how they do. Then these are the problems. Selling Crop Science doesn't help children at all. Selling does affect their bottom line negatively. Cotton seeds are important, prices is important. In enormous benefit from working with Crop Science, they're great. It works really well together and the genetically modified seeds, however, you think about those, works very, very well. The children, of course, are the stakeholders. What about children's rights to education? In India, education is supposed to be global. Every child is supposed to have a right of education, it's supposed to be free at the government schools. But as you see, and it happens in every country, in fact, some children get left out for various reasons, not always bad reasons, but that's what happens. Then how do you choose?Do you use a principle approach? Does this pass the mirror test and Bayer looks themselves in the eyes [inaudible] they have child labor. What would the best company do? The most ethical company do? Will it stand the test of time? Bayer's mission is to never have child labor as something they want to go on forever. Then who is harmed who has benefit? Well, we've looked at that. How do we prioritize? Can we prioritize the interests of those children? Then does it violate any moral minimums? I think the right to an education is something everyone has. Those are what rights are stake. Very serious rights at stake. How does this action fit with local culture? That's a real challenge. Then how do we be fair to the India? We must be fair to those Indian farmers, we must be fair to the company, and we must be fair their mission. How it going to be transferred? It is transferred, everybody knows about this, by the way. Companies are trying to hide things, that's crazy. It doesn't work. We'll see that in the Volkswagen case, they tried to hide things then guess what? Got found out. There's no point in trying because everybody finds out everything these days in the media. There are no secrets, even personal secrets, so give it up. Then, what company is this? Then the question about legality, is this legal to have child labor? Actually interestingly, in India and many of the states, India has states, it is not legal to use child labor. However, because India is so big, it's virtually impossible to enforce. In some of the states where there Indian farmers using child labor, it's illegal and in some, it isn't. However, enforcing that, is a really big challenge and the Indian government admits that. What values are at stake here? Obviously, Bayer's mission statement. The value of a cotton seeds, the respect for the farmers in their tradition, the rights of owners to get a return on their investment, the right of Indian children for decent education and other consequences for each stakeholder. Now we're left, what should Bayer do? I want you to think creatively about that, the options and in the next module, we'll see exactly what Bayer did.