Jeremy Bentham

Governance of Human Actions

  • Mankind governed by two masters: pain and pleasure.
  • They dictate moral standards and actions.

Principle of Utility

  • Foundation of moral philosophy and decision-making.
  • Evaluates actions based on their ability to produce or diminish happiness.

Definition of Utility

  • Refers to an object's ability to provide benefit or prevent harm.
  • Can apply to individuals or the community at large.

Concept of the Community

  • Community is a fictitious entity composed of individuals.
  • Community interest is the sum of individual interests.

Actions and Utility

  • An action is deemed utilitarian if it increases community happiness more than it decreases it.
  • Government actions should conform to this principle.

Approaches to the Principle of Utility

  • Partisanship arises from evaluating actions based on their utility impact.
  • Actions that align with utility are deemed right or acceptable.

Contests Against Utility

  • Attempting to disprove the principle often leads back to it inadvertently.
  • No direct proof for the principle exists; it serves foundational purposes.

Reflection on Alternatives

  • Questions arise when contemplating alternative principles of morality.
  • Reflection must lead back to considerations of utility for them to hold relevance.

Value of Pleasures and Pains

  • Legislators should understand the nature and value of pleasures and pains to make sound judgments.
  • Key factors in assessing pleasures/pains include intensity, duration, certainty, proximity, fecundity, purity, and extent.

Summary Procedure for Evaluating Actions

  1. Assess individual pleasures and pains from an action.
  2. Calculate the overall impact of the action on individuals and the community.
  3. Balance the outcomes to understand the general tendency (good or bad).

Application of the Process

  • The evaluative process of utility should inform moral judgments and legislative actions.
  • Utility principles reflect human practices in recognizing interests and structuring decisions.