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Unformatted text preview: Obedience and Dissent and
Business Management 390 Business Ethics for Management Ethics Model of Ethical Model Leadership Leadership
Helping Others to be Ethical Ethical Courage
Willingness to Pay the Price for Ethics Application of Ethics to Business Situations
Fraudulent Practices, Misleading Advertising, Unfairness Personal Ethical Understanding
Right/wrong, Fairness, Honesty, Personal Integrity, Respect for Others Reward Systems
People do what’s rewarded People do what’s rewarded Rewards don’t have to be explicit Attempts to motivate can backfire The ethical Pygmalion effect Punishment Punishment
Critical part of a manager’s job Must be administered fairly Punishment is expected if rules are broken Perception of others The Milgram Experiment The Predictions Predictions
Virtually all subjects would refuse to obey Most subjects would not go beyond 150 volts Only 4% would reach 300 volts A “pathological fringe” of about 1 in 1000 would administer the highest shock The Milgram Experiment The
Nonprofessor in cha rge Tea cher/ Experimenter a pa rt Tea cher touches lea rner Tea cher/ lea rner together Initia l study 20 22 30 40 65 0 10 20 30 40 50 60 70 Percent who punished up to 450 volts (maximum) Obedience Obedience
The essence of obedience consists in the fact that people come to view themselves as the instrument for carrying out another person’s wishes, and therefore no longer regard themselves as responsible for their actions.
~ Stanley Milgram Obedience Obedience
When you think of the long history of man, you will find more hideous crimes have been committed in the name of obedience than have ever been committed in the name of rebellion. ~C.P. Snow Obedience Obedience
Then came Eichmann's last statement: The court did not understand him; he had never been a Jew hater, and he had never willed the murder of human beings. His guilt came from his obedience, and obedience is praised as a virtue. His virtue had been abused by the Nazi leaders. But he was not one of the ruling clique, he was a victim, and only the leaders deserved punishment.
~Hannah Arendt Why do people obey?
This is, perhaps, the most fundamental lesson This is, perhaps, the most fundamental lesson of our study: ordinary people, simply doing their jobs, and without any particular hostility on their part, can become agents in a terrible destructive process.
~ Stanley Milgram Why do people obey?
The key to the behavior of subjects lies not in pentup anger or aggression but in the nature of their relationship to authority. They have given themselves to the authority; they see themselves as instruments for the execution of his wishes; once so defined, they are unable to break free.
~Stanley Milgram Why do people obey?
For many people, obedience is a For many people, obedience is a deeply ingrained behavior tendency, indeed a potent impulse overriding training in ethics, sympathy, and moral conduct.
~ Stanley Milgram Sherman Study Sherman
If people reflect on a moral issue before they are involved in it, they are more likely to behave in accordance with their conscience when that issue faces them in real life. Moral reflection and discussion…substantially enhance the ethical quality of a person’s future choices.
~Markkula Center for Applied Ethics The sad truth of the matter is that most The sad truth of the matter is that most evil is done by people who never made up their mind to be either bad or good.
~Hannah Arendt So…Make the Choice Now Practical Advice for Managers Practical
Recognize the power that managers hold as legitimate authority figures Use this power to set high ethical standards Provide opportunities for discussion of ethical issues Consider job design Any others? ...
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