This paper proposes a conceptual definition of morally conscious decision-making as “cognizant processing of an actor’s core values setting aside self-interest when presented with a dilemma.” Using moral phenomenology, Deweyan pragmatism, and piecing together previous works on decision-making, we develop a definitional framework that makes a case for specified and refined scopes of our understanding of morality and ethics in public administration. We then decompartmentalize this framework to demonstrate the validity, benefits, purpose, and consequences of decision-making that is morally conscious. We propose critical thinking and situational awareness as required skills for the application of the proposed framework. Ultimately, morally conscious decision-making is a way for public administration to better activate a response to growing demands for increased accountability and just leadership.
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