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Obstacles to Ethical Decision-Making

Mental Models, Milgram and the Problem of Obedience
Artikelnummer: 978-1-107-44205-4
Einband: Kartonierter Einband (Kt)
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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.

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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VerlagCambridge Academic
EinbandKartonierter Einband (Kt)
Erscheinungsjahr2014
Seitenangabe260 S.
AusgabekennzeichenEnglisch
MasseH22.9 cm x B15.2 cm x D1.4 cm 350 g
CoverlagCambridge University Press (Imprint/Brand)
AutorWerhane Patricia H. / Hartman Laura Pincus / Archer Crina / Englehardt Elaine E. / Pritchard Michael S.

Über den Autor Werhane Patricia H.

Patricia H. Werhane is Professor Emeritae in the Darden School of Business at the University of Virginia and DePaul University, and the author or editor of 36 books and 150 articles and book chapters. She was the founding editor of Business Ethics Quarterly and the Executive Producer of two video series on poverty alleviation and on founding thinkers in business ethics and corporate responsibility. She was a Rockefeller Fellow at Dartmouth College, Andersen Fellow at Cambridge University, and Fulbright Scholar at All Hollows Collage, Dublin.David J. Bevan directs Postgraduate Courses in Action Learning at St Martin's Institute of Higher Education, Malta, and is author of over 50 articles in critical management and business ethics. He is a Visiting Professor at King's College London where he obtained a PhD in Social Accounting with a background in philosophy and higher education. He has served on the management faculties of international universities and currently serves the editorial boards of several management and ethics journals, and edits two book series for Springer.

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