For example, consider the following case. At a management training pro¬gram I recently attended, two corporate attorneys outlined some of the legal responsibilities for managers under the Americans with Disabilities Act. This law requires business to make "reasonable accommodations" for workers with disabilities. This law goes on to specify some, but not all, of the condi¬tions that would count as a disability. During the question period, one manager explained that she had an employee who suffered from asthma and she won¬dered if asthma was a disability. The two attorneys conferred for a moment and answered simply: "It depends. The law's definition of a disability involves, in part, how serious the impairment is, how much it limits the worker's life activi¬ties, and whether or not it is easily corrected by medication. Given this ambigu¬ity, the manager must make a judgment about how to treat this worker. Imagine this manager is committed to doing the ethically correct thing, but believes that one's ethical responsibility is to obey the law. What should this manager do? In such a case, the decision is unavoidable, the law doesn't help, and the manager therefore is forced to make a judgment about what ought to be done.