Obstacles to Ethical Decision-Making: Mental Models, Milgram and the Problem of Obedience
Cambridge University Press, Feb 14, 2013 - Business & Economics - 246 pages
In commerce, many moral failures are due to narrow mindsets that preclude taking into account the moral dimensions of a decision or action. In turn, sometimes these mindsets are caused by failing to question managerial decisions from a moral point of view, because of a perceived authority of management. In the 1960s, Stanley Milgram conducted controversial experiments to investigate just how far obedience to an authority figure could subvert his subjects' moral beliefs. In this thought-provoking work, the authors examine the prevalence of narrow mental models and the phenomenon of obedience to an authority to analyse and understand the challenges which business professionals encounter in making ethical decisions. Obstacles to Ethical Decision-Making proposes processes - including collaborative input and critique - by which individuals may reduce or overcome these challenges. It provides decision-makers at all levels in an organisation with the means to place ethical considerations at the heart of managerial decision-making.
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Accessed September action authority Bayer CropScience Bazerman and Tenbrunsel Belmont Report Blankfein bounded awareness Business Ethics bystander bystander effect Challenger Chapter choices cognitive company’s conﬂict context corporate create critical culture Cynthia Cooper deﬁned develop difﬁcult disengagement distorting mental models effects employees engineers Enron environmental ethical blind spots ethical decision ethical decision-making process ethical failure example fail ﬁgures ﬁnancial ﬁnd ﬁrm ﬁrst ﬁve ﬂawed frames Goldman Sachs Greenspan groupthink Heffernan human identiﬁed inattentional blindness individuals investment banks investors launch leadership learned helplessness Learner Lehman Brothers Madoff managers mental models microlending Milgram experiments mindsets Moberg moral imagination motivated NASA obedience ofﬁce ofﬁcers one’s organization organizational ourselves participants Paterno Penn perception perspectives practices problems proﬁts reﬂection responsibility result risk role sensemaking shuttle signiﬁcant situation Smith social constructionism socially constructed stakeholders Sunstein Teacher thinking tion unethical behavior values Vinson volts Werhane whistleblowing WorldCom