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The purpose of this paper is to revisit philosopher Hannah Arendt's classic study of the banality of evil in light of posthumously published works bearing on moral…
The purpose of this paper is to revisit philosopher Hannah Arendt's classic study of the banality of evil in light of posthumously published works bearing on moral psychology and philosophy.
Largely expository and interpretive, this conceptual paper articulates Arendt's approach to morally responsible thinking, with an emphasis on managerial decision making. Arendt's practical ethics draws, in part, on Kantian aesthetic theory, providing an original but unfinished account of “the life of the mind” and personal responsibility in community.
Arendt contends that humans can, and are morally obliged to, use conscience, imagination and reason to avoid evil‐doing; that self‐critical introspection, active imagination and representative judgment are essential for moral decision making, especially in times of moral crisis; and that neither profit nor pressure can justify breaching fundamental responsibilities to humanity.
This paper discusses, but does not critique, Arendt's oeuvre. It interprets, connects and applies ideas from disparate works relating to responsible moral psychology.
Confronting a “modern crisis” in values, Arendt acknowledged pressures on leaders to fulfill organizational objectives, even those effecting harm which violate deeply‐held personal ethics. Warning against temptations to divide selves into a “personal” moral self and a compartmentalized “organisational self,” she prescribed ways of thinking and judging to counteract thoughtless evil‐doing.
The paper connects Arendt's privative analysis of evil‐doing in Eichmann in Jerusalem with later works which delineate shared human mental capacities and processes which facilitate morally responsible leadership, independent of culture or context.
Nineteenth-century animal protectionists endeavored to frame laws that gave animals direct legal protections, and they conducted large-scale public education campaigns to…
Nineteenth-century animal protectionists endeavored to frame laws that gave animals direct legal protections, and they conducted large-scale public education campaigns to define the harm of cruelty to animals in terms of animals’ own suffering. However, animal suffering was only one of the many possible definitions of cruelty's harms, and when judges and other legal interpreters interpreted animal protection laws, they focused less on animal suffering and more on human morality and the dangers of cruelty to human society. Battling over the definition of human guilt for cruelty, protectionists and judges drew and redrew the boundaries of the law's reach and the moral community.
The influence of trade unions and the cross‐cutting of gender and ethnicity on career development is a neglected area of study. By drawing on research in four UK trade…
The influence of trade unions and the cross‐cutting of gender and ethnicity on career development is a neglected area of study. By drawing on research in four UK trade unions, this paper engages with the career impact of unions on black and minority ethnic women trade union activists. In particular, it explores the career impact of three key areas of analysis: the gendered and ethnicised order, union networks and the career indeterminacy of union women. The experience of the women in our study demonstrated how careers are constrained by a complex set of racist and gendered forms. Union networks are shown to be an important arena for union involvement and personal development. Such networks facilitate the development of personal resources to challenge injustice in the workplace but they also provide a range of knowledge and skills that provide greater degrees of freedom in the way that an individual's career may unfold.
Every employee embodies manifestations of every demographic that attach to him or her different minority and majority statuses at the same time. As these statuses are…
Every employee embodies manifestations of every demographic that attach to him or her different minority and majority statuses at the same time. As these statuses are often related to organizational hierarchies, employees frequently hold positions of dominance and subordination at the same time. Thus, a given individual’s coping strategies (or coping behavior) in terms of minority stress due to organizational processes of hierarchization, marginalization, and discrimination, are very often a simultaneous coping in terms of more than one demographic. Research on minority stress mostly focuses on single demographics representing only single facets of workforce diversity. By integrating the demographics of age, disability status, nationality, ethnicity, race, sexual orientation, and religion into one framework, the intersectional model proposed in this chapter broadens the perspective on minorities and related minority stress in the workplace. It is shown that coping with minority stress because of one demographic must always be interpreted in relation to the other demographics. The manifestation of one demographic can limit or broaden one’s coping resources for coping with minority stress because of another dimension. Thus, the manifestation of one demographic can determine the coping opportunities and coping behavior one applies to situations because of the minority status of another demographic. This coping behavior can include disclosure decisions about invisible demographics. Therefore, organizational interventions aiming to create a supportive workplace environment and equal opportunities for every employee (e.g., diversity management approaches) should include more demographics instead of focusing only on few.
This chapter discusses the experiences of black men who encounter the phenomena of a mental health diagnosis, detention and death in a forensic setting in England…
This chapter discusses the experiences of black men who encounter the phenomena of a mental health diagnosis, detention and death in a forensic setting in England. Although there are black women with mental health issues who have also died in forensic settings, the occurrence is significantly higher for men who become demonised as ‘Big, Black, Bad and dangerous’. The author discusses the historical over representation of mental ill health amongst black people in the general community and the plethora or reasons attributed to this. The author then discusses the various points of entry into the criminal justice system, where black men with mental health issues are over represented. The author explores some inquiries into the deaths of black men in custody and the recommendations that were subsequently made, which successive governments have failed to act upon. The author argues that the term ‘Institutional Racism’ is insufficient to explain this phenomenon; and offers her own theoretical interpretation which is a combination of systemic racism influenced by post-colonial conceptualisation
The multiple performance measures in strategic performance measurement systems should be selected to represent a set of causally linked strategic drivers and outcomes. The…
The multiple performance measures in strategic performance measurement systems should be selected to represent a set of causally linked strategic drivers and outcomes. The pattern of results thus can provide information concerning the proper execution of the strategy (i.e., the performance evaluation role) and the strength of the cause-and-effect linkages assumed by the strategy (i.e., the strategy evaluation role). Unfortunately, managers’ tendency to re-evaluate the strategy when performance falls short of target is low in practice. Possible explanations include motivational and cognitive biases. We experimentally examine two decision aids, an attribution aid, and a decomposition aid, designed to help managers ease these challenges. Study 1 shows the decision aids, individually and in combination, increase managers’ tendency to re-examine a problematic strategy. Study 2 demonstrates the effectiveness of the two decision aids, when used together, under a different pattern of results and among a sample of more experienced managers.