Umfang:
1 online resource (260 pages)
Ausgabe:
1st ed.
ISBN:
9781107000032
,
9781107306240
Inhalt:
Obedience to an authority is often found to adversely affect individuals' abilities to make ethical decisions in business. In this work, the authors analyse this claim, and suggest how a development of the 'moral imagination' enables decision-makers to be aware of, and mitigate, the influence of power - and obedience - relationships
Anmerkung:
Intro -- Contents -- Notes on the authors -- Acknowledgments -- 1 Introduction -- 2 The role of mental models in social construction -- I. Introduction -- II. Mental models and social construction -- A socially situated model of social construction -- III. Individual and organizational sensemaking -- Organizational sensemaking in context -- IV. Problematic examples in business -- Leadership mindsets: Leader-and-follower -- The young and disadvantaged as leaders? -- Reiterating or misapplying mental models -- V. Learning from history -- "The Rashomon Effect" -- Following orders -- VI. Conclusion -- 3 The Milgram studies: Obedience, disobedience, and ethical challenges -- I. Introduction -- II. The Milgram experiments -- III. Later studies -- IV. Explaining the experiments -- V. Disobedience, discourse, and the 150-volt moment -- VI. Conclusion -- 4 Obstacles to ethical decision-making in the perception of ethical context -- I. Introduction -- II. Ethical decision-making as a process: A mental models approach -- Deciding to "do wrong," or failing to make an ethical decision at all -- A mental models approach to ethical decision-making -- Risks and promises of ethical decision-making -- III. Obstacles to awareness of ethical situations -- Moral self-image -- Blind spots and mental models -- Personal ethics blind spots and bystander effects -- Self-sufficiency -- Slippery slope -- IV. Obstacles to gathering facts relevant to ethical considerations -- Ideological worldviews -- Not just ideologists: Bounded awareness -- Bounded awareness, bounded ethicality -- V. Conclusion -- 5 Obstacles to ethical decision-making in impact analysis and action -- I. Introduction -- II. Obstacles to identifying alternative solutions -- Avoiding the unfamiliar -- Trust in intuition: The limited value of "gut reactions" -- Adherence to decision rules: Cognitive release
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Deference to peers or authority figures: Cognitive release in obedience and conformity -- III. Obstacles to considering impacted stakeholders -- Undervaluing the input of others -- Confirmation heuristics -- Stereotyping short cuts: Memories can be misleading -- Dehumanizing strategies -- IV. Obstacles to reaching an ethical decision -- The myth of invisibility -- Learned helplessness -- Lack of courage -- Legal responsibility -- V. Conclusion -- 6 Managing ethical obstacles -- I. Introduction -- II. Mental models, blind spots, and the impartial spectator -- III. Moral self-image, the bystander effect, and choice -- IV. Reflecting with others -- V. The "Who is watching?" test -- VI. The limits of moral hypocrisy or willful blindness -- VII. Moral education -- VIII. Trust in intuition and the role of moral reasoning -- IX. Egocentric bias, the "veil of ignorance," and other moral resources -- X. Willful blindness, moral motivation, and compliance sanctions -- XI. Ethics and regulations -- XII. Overcoming blind spots with moral imagination -- XIII. Conclusion -- 7 Problematic mental models: Some applications -- I. Introduction -- II. The Penn State football problem -- III. Unraveling of Wall Street -- Bernanke, Greenspan, and Paulson -- The special case of Lehman Brothers -- Flawed mental models and the 2008 Collapse -- A paucity of moral responsibility -- Blankfein and Goldman Sachs -- Judge Jed Rakoff -- IV. Whistleblowing -- Whistleblowing defined -- Decisions to blow the whistle: Case examples -- Whistleblowing regulation -- V. Best practices and shared values -- Defining shared value -- Shared value in independent securities regulation: The Financial Industry Regulatory Authority (FINRA) -- A model for shared values: The Belmont Report -- VI. Conclusion -- 8 Conclusion -- References -- Author index -- Subject index
Weitere Ausg.:
Print version Werhane, Patricia H. Obstacles to Ethical Decision-Making New York : Cambridge University Press,c2013 ISBN 9781107000032
Sprache:
Englisch
Schlagwort(e):
Electronic books
URL:
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