Moral Blindness

Evil is not confined to war or to circumstances in which people are acting under extreme duress. Today it more frequently reveals itself in the everyday insensitivity to the suffering of others, in the inability or refusal to understand them and in the casual turning away of one’s ethical gaze. Evil and moral blindness lurk in what we take as normality and in the triviality and banality of everyday life, and not just in the abnormal and exceptional cases. The distinctive kind of moral blindness that characterizes our societies is brilliantly analysed by Zygmunt Bauman and Leonidas Donskis through the concept of adiaphora: the placing of certain acts or categories of human beings outside of the universe of moral obligations and evaluations. Adiaphora implies an attitude of indifference to what is happening in the world – a moral numbness. In a life where rhythms are dictated by ratings wars and box-office returns, where people are preoccupied with the latest gadgets and forms of gossip, in our ‘hurried life’ where attention rarely has time to settle on any issue of importance, we are at serious risk of losing our sensitivity to the plight of the other. Only celebrities or media stars can expect to be noticed in a society stuffed with sensational, valueless information. This probing inquiry into the fate of our moral sensibilities will be of great interest to anyone concerned with the most profound changes that are silently shaping the lives of everyone in our contemporary liquid-modern world.

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be. Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions. Suggesting innovative individual and group tactics for improving human judgment, Blind Spots shows us how to secure a place for ethics in our workplaces, institutions, and daily lives.

This book is open access under a CC-BY license. Moral dilemmas are a pervasive feature of working life. Moral Reasoning at Work offers a fresh perspective on how to live with them using ethics and moral psychology research. It argues that decision-makers must go beyond compliance and traditional approaches to ethics to prepare for moral dilemmas. The second edition has been updated with a range of examples from the author’s more recent research, to reflect current issues affecting organizations in the digital age. With two new chapters on artificial intelligence and social media, this new edition provides an up-to-date overview of ethical challenges in organizations.

"This book lays out and examines three central aspects of the moral philosophy of Dietrich von Hildebrand: his notions of value, value response, and value blindness. This discussion is supplemented by analysis of the relationship between happiness and morality in von Hildebrand. Martin Cajthaml is the main author of the book; Vlastimil Vohánka contributed most of chapter 5"--

This journal has been discontinued. Any issues are available to purchase separately.

This book shows that Ludwig Wittgenstein’s later philosophical methods can be fruitfully applied to several problems in contemporary moral philosophy. The author considers Wittgenstein’s ethical views and addresses such topics as meta-ethics, objectivity in ethics and moral perception. Readers will gain an insight into how Wittgenstein thought about philosophical problems and a new way of looking at moral questions. The book consists of three parts. In the first part, Wittgenstein’s later philosophical methods are discussed, including his comparison of philosophical methods to therapies. The book then goes on to explore how these methods give insight into Wittgenstein’s ethical views. Readers will see how these are better understood when read in the light of his later philosophical thought. In the third part, Wittgenstein’s later methods are applied to problems in contemporary moral philosophy, including a look at questions for moral advice. The author reviews and criticizes some of the secondary literature on Wittgenstein’s later philosophical methods and indicates how the topic of the book can be developed in future research. There is something of value for readers of all levels in this insightful and well written volume. It will particularly appeal to scholars and students of Wittgenstein, of philosophy, and of ethics.

In this book, Jacob Dahl Rendtorff investigates moral blindness in business and public administration based on Hannah Arendt’s concept of banality of evil in her famous report on the Nazi-criminal Adolf Eichmann trail in Jerusalem in 1961. Moral blindness and evil in management is instrumental wrongdoing inflicted upon human beings as a violation of their dignity and humanity. Organizational evil in business, bureaucracies and public administration is analysed with focus on obedience to authority and systemic role conformity of managers and administrators. This includes the critical question about how concepts of banality of evil and moral blindness can explain ethical insensibility and lack of moral understanding in business and administration. Rendtorff proposes a humanistic vision of management and ethical leadership. Moral thinking, responsibility and moral judgment is essential in management and governance in business and administration. This book is a must-read for academics and practitioners studying and working in philosophy of management, business ethics, political philosophy, administration ethics and corporate social responsibility.

First published in 1971, the five essays in this book were written by young philosophers at Cambridge at that time. They focus on two major questions of ethical theory: ‘What is it to judge morally?’ and ‘What makes a reason a moral reason?’. The book explores the relation of moral judgements to attitudes, emotions and beliefs as well as the notions of expression, agency, and moral responsibility.