Hi, my name is Jonathan Marks. I am a lawyer and an ethicist, which I'd like to assure you is not a contradiction（矛盾） in terms. In fact, I've spent most of the last 20 years working（使工作） on both human rights and, as you'll see, institutional（制度的） ethics. Opinion polls（投票） constantly remind us that we have lost trust in corporations, in Congress, in the courts, but is this a problem? And if so, what kind of problem is it? Well, in order to answer that, we have to make（使） an important distinction（区别） between trust, which, as I think of it, is an attitude toward an individual or an institution based on your perceptions of that individual or institution, whereas trustworthiness is an attribute（属性） or a property of that individual or institution.

  Why does this matter? Well, because we should not trust those that are not trustworthy. And institutions that try to build trust in the wake of a crisis while not addressing their underlying（成为……的基础） loss of trustworthiness are engaged in something highly unethical. To put it another way, as the case study I'm about to share with you will I hope demonstrate, trust is what gets us on an airplane, but trustworthiness is what keeps that plane in the air. In October 2018, a line-air flight left Jakarta, and 13 minutes later it crashed into the Jabba Sea, killing all 189 passengers and crew. That plane was a new Boeing 737 MAX-8, and in the wake of the crash, the CEO of Boeing assured the public that that plane was as safe as any that has ever flown the skies, but less than five months later, a flight left Addis Ababa in March（三月） 2019, an Ethiopian Airlines flight, and it crashed into the ground at a speed of almost 700 miles an hour, just six minutes later.

  That plane was also a new Boeing 737 MAX-8, and once again, all 157 passengers and crew were killed. In the wake of that crash, the CEO of Boeing tried to blame foreign pilots. He called the US President and assured him the plane was safe, and he wrote a letter to the public and to airlines, insisting that safety is at the core of who we are, and enduring value, our absolute commitment, our overarching focus. What Boeing was doing here was using tactics（ 策略） which come from what I call the crisis playbook. Among the tactics in that playbook, deny that you have a problem, well, that's difficult to do when two airplanes fall out of the sky. So next, cast out that it's your products or practices that are causing harm, and deflect（(使)偏斜） blame and responsibility onto others, hence the foreign pilots.

  And when that doesn't work, localize（使地方化） or minimize（使减到最少） the problem. It's just a problem with software, Boeing said. And then frame yourself as part of the solution. We know how to fix that. So how did this strategy work out for Boeing? Well, in the wake of this crisis, the planes were grounded for 20 months, the CEO was fired, the company had to settle lawsuits（诉讼） brought by the Department of Justice, the Securities and Exchange Commission, even shareholders（股东）, and there is still a fraud trial pending over the company.

  Estimates at that time where the total costs would be in the tens of billions of dollars. And then, at the beginning of 2024, an Aaskin Airlines flight at 15,000 feet loses a door plug（塞子）. To be clear, this is a piece of metal the size of an airplane door which blew off, thankfully did not damage the plane as it flew off, and thankfully did not kill anyone when it landed on the ground. But it certainly traumatized the passengers on board that plane. Boeing's new CEO, in the wake of that incident, said that it was, quote, "a quality escape." And there were reports of loose bolts on many other planes, rags and tools left in the fuel tanks of planes.

  Most recently, holes mistrilled, drilled in the wrong places of the fuselage of 5737 Max planes, among many other things. When one animal gets out of the zoo, that is an escape. But when your streets are filled with lions and tigers, you have a systemic problem. In order to understand the particular systemic problem with this company, we can look to the history of the company, and that's told by a congressional（国会的） report resulting from an investigation in 2020.