What I really meant is it's just easier to not do evil. You can look at something and say "that's evil, so I won't do it". Sure, sometimes that can cause you hardship, but you deal with it. Maybe evil is an uncountable, but you don't need to count it. You just passively avoid options that are evil.
Doing good is harder. You have to actively seek out and choose good things to do from a huge set. That means attempting to enumerate at least part of that set. You have to figure out how to actually do those things. As a public corporation, you have to figure out how to do things and spin it as being in the company's best interests.
Yes, it's also harder because it requires leaders with strength of character, willing to be misunderstood, willing to go against the grain, willing to stand alone at times, even in the face of opposition.
Weak leaders who don't do evil, but who also fail to do good, or fail to actively advocate and define doing good, are as much part of the problem because they fail in their responsibility of teaching, rebuking, correcting and training in matters of service.
You would only need to "spin it as being in the company's best interests" if the employer truly believes that business on any basis other than service is the most profitable.
I thought about that in the wrong way.
What I really meant is it's just easier to not do evil. You can look at something and say "that's evil, so I won't do it". Sure, sometimes that can cause you hardship, but you deal with it. Maybe evil is an uncountable, but you don't need to count it. You just passively avoid options that are evil.
Doing good is harder. You have to actively seek out and choose good things to do from a huge set. That means attempting to enumerate at least part of that set. You have to figure out how to actually do those things. As a public corporation, you have to figure out how to do things and spin it as being in the company's best interests.