The 20% in Society Who Have Moral Courage (The Allegory of the Clan)

(Illustrative Only)

By standing for what
is right we preserve
our values for the next
generation. It is not
our place to put
distorted values on them
just because it convenient
or gets us the things
we want. The type of
person you are is
defined deeper than
simple lip service
that have little substance.
Support our shared values
and oaths.

We’re continuing the discussion of the philosophical thought experiment, The Allegory of the Clan. This story helps illustrate Enlightenment principles, what happens when systems drift, and how they can improve over time.

In the allegory, change does occur—but not because the system itself is immediately fixed (trust has a decline trend). Instead, it begins with a shift in people’s thinking. Some start to recognize that subjective morality, favoritism, and the misuse of rules are not how a fair system should operate. They return to the original societal starting enlightened idea that everyone has value, and that abusing power or protecting wrongdoing harms both individuals and the broader community. The next generation relies on us doing the right thing in our time and so on and so forth into the future.

The story also shows that while most people want to do the right thing, not everyone acts on it. In life, many claim strong moral beliefs, but only about 20% actually step up when faced with wrongdoing. In other words, many do not walk the talk. That raises an important question: if you saw corruption, dishonesty, or unfair treatment, would you act? Or would you look the other way? It is deeper than a simple yes or no answer. Those who brag about courage and their 'rightness" haven't thought deeply enough about it, lack insight, and likely are not qualified for leadership positions. Their values are blown like a leaf in the wind no longer connected to its roots. 

Standing up for what’s right comes with risks. People who do so may face criticism, backlash, grotesque misuse of authority. In our allegory as soon as witnesses and victims reported wrongdoing they were retaliated against the the Clan aligned court, along with an embedded extremist-corrupt network, enriched some of the perpetrators who had direct incentives to spread rumors, lie, and put people at risk. Despite the odds, those who do the right thing matter—especially when thinking about the kind of values we pass on to the next generation. Systems improve when individuals choose integrity over convenience.

This is also why it’s important to support and elevate people of strong character into positions of leadership. Choosing individuals based on integrity—not just connections—helps preserve trust and accountability. If it wasn't for the good men and women who serve faithfully all would have been lost.

Ultimately, the allegory ends on a hopeful note. Even imperfect systems can improve when enough people commit to doing what’s right and support others who are trying to do the same. Even if you are not the type to stand in the face of wrongdoing you can be the type who votes your conscious. By encouraging the best and brightest to come forward from the next generation you also raise the moral conscious of leadership and society in general. 

*The Allegory of the Clan is a hypothetical, philsophical, theoretical learning thought experiment so take with a grain of salt and come to whatever conclusion you wish. 

Consider the study below, 

Why People Don’t Stand Up for What’s Right

• Moral courage is rare—only about 20% of people intervene when witnessing wrongdoing, even though many intend to act.
• Acting morally requires a multi-step process (noticing, interpreting, taking responsibility, knowing how to act, and accepting risk), and failure can occur at any stage.
• Situational and psychological barriers—such as fear of backlash, uncertainty, diffusion of responsibility, and lack of confidence—often prevent action.
• Social dynamics like loyalty to peers, concern about reputation, and discomfort with confrontation can override ethical intentions.
• Emotional and cognitive factors (e.g., suppressing anger or not seeing the broader impact) can weaken the motivation to intervene.

Sasse, J. (2024, January 17). What stops people from standing up for what’s right? Greater Good Magazine. https://greatergood.berkeley.edu/article/item/what_stops_people_from_standing_up_for_whats_right