Discussions of ethics tend to focus on matters of conscious choice: which moral rules to follow, or advice on how to approach moral dilemmas. But a hugely significant part of ethics concerns what is unthinkable. You might, for example, be strapped for cash, but robbing the neighbours is unlikely to be an option for you. That’s because, whenever you deliberate, you have already ruled out all kinds of unthinkable possibilities. Some because you can’t contemplate them, some because you’re genuinely not aware of them.
Which brings virtues that by their nature restrict thought and imagination into tension with the prevailing spirit of the internet which operates on the principle that everything should be viewable and thinkable.
via Aeon Media, 17 May 2019See More
“The reality is that, for many leaders, there is no true straight-and-narrow path to follow. You beat the path as you go. Therefore, ethical leadership relies a lot on your personal judgment. Because of this, the moral or ethical dilemmas you experience may feel solitary or taboo — struggles you don’t want to let your peers know about. It can sometimes feel shameful to admit that you feel torn or unsure about how to proceed. But you have to recognize that this is part of work life and should be addressed in a direct and open way.
Even though most companies have some cultural and structural checks and balances, including values statements, CSR guidelines, and even whistleblower functions, leaders must also be mindful of the psychological conditions that push people — including themselves — to cross ethical lines. Understanding the dangers of omnipotence, cultural numbness, and justified neglect are like installing the first few warning signs on the long road of your career. You will inevitably hit some bumps, but the more prepared you are to handle them, the likelier you are to keep your integrity intact.” Merete Wedell-Wedellsborg
via Harvard Business Review, 12 April 2019See More