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Library | Item Barcode | Call Number | Material Type | Item Category 1 | Status |
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Searching... | 30000001161060 | HF5387.B76 1990 | Open Access Book | Book | Searching... |
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Summary
Summary
Illustrates how using ethics in decision making can improve communication, resolve disagreements, and set just standards for worker-management relations. Presents strategies for how organizations can use ethics to uncover values and beliefs, and determine whether they are acting upon just and moral decisions.
Reviews 1
Choice Review
Any organization seriously concerned about improving its decision-making process can profit from this work. Brown (College of Professional Studies, University of San Francisco) developed the volume during ten years of teaching adults and doing consulting work on the process of ethical reflection. He notes correctly that the purpose of ethics is not to make people better, but rather to help them make better decisions. This approach views persons (and their organizations) not as "black boxes" to be controlled or manipulated from without, but rather as responsible moral agents capable of raising questions, evaluating policies, and providing reasons to justify their actions (see also Garrett Barden, After Principles, CH, May'91). Disagreement is virtually necessary for ethical reflection since each person and group can suffer from biases that prevent relevant questions from emerging. Hence Brown shows through diagrams and examples how communicating openly about values, assumptions, and policies can improve the ultimate decision. Brown's assumption is that human's and their organizations can be empowered to make fairer decisions that respect the rights of all parties. This clear and accessible work is recommended for all libraries. -E. L. Donahue, Creighton University