In Consequentialism Reconsidered, Carlson strives to find a plausible formulation of the structural part of consequentialism. Key notions are analyzed, such as outcomes, alternatives and performability. Carlson argues that consequentialism should be understood as a maximizing rather than a satisficing theory, and as temporally neutral rather than future oriented. He also shows that certain moral theories cannot be reformulated as consequentialist theories. The relevant alternatives for an agent in a situation are taken to comprise all actions that they can perform (...) in the situation. The defense of this idea necessitates certain modifications to the standard consequentialist criteria of obligatoriness, rightness and wrongness. The problem of whether agents should adapt their actions to their own future actions is also addressed. Further, a conditional analysis of performability is suggested, and it is argued that particular actions should in this connection be regarded as `abstract' rather than `concrete'. The final chapter sketches a consequentialist theory for collective agents. (shrink)

A moral code consists of principles that assign moral status to individual actions – principles that evaluate acts as right or wrong, prohibited or obligatory, permissible or supererogatory. Many theorists have held that such principles must serve two distinct functions. On the one hand, they serve a theoretical function, insofar as they specify the characteristics in virtue of which acts possess their moral status. On the other hand, they serve a practical function, insofar as they provide an action-guide: a standard (...) by reference to which a person can choose which acts to perform and which not. Although the theoretical and practical functions of moral principles are closely linked, it is not at all obvious that what enables a principle to fill one of these roles automatically equips it to fill the other. In this paper I shall briefly examine some of the reasons why a moral principle might fail to fill its practical role, i.e., be incapable of guiding decisions. I shall then sketch three common responses to this kind of failure, and examine in some detail the adequacy of one of the most popular of these responses. (shrink)

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