Read or Download [Journal] Harvard Business Review. 2007. March. Volume 85 PDF

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Additional info for [Journal] Harvard Business Review. 2007. March. Volume 85

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A whistle-blower steps back from those concerns and considers the nature of work and the community in a larger way. He takes a mental leap past daily doings; his allegiance is to the workplace or the profession. He acts ethically even though it may cost him his respectful relation to his supervisor and, ultimately, his job and relation to his colleagues. He is able to do this because his own momentary well-being is less important than the broader mission he has endorsed. It sounds as if the ethical mind is fundamentally more community focused than any of the other four minds.

Adaptation-aggregation comes closest to the strategy currently in place. However, it is unlikely to solve the aggregationrelated challenges facing PMS, so it had better offer some meaningful extras in terms of local responsiveness. PMS could also give up on the idea of creating a competitive advantage and simply be content with achieving average industry profitability, which is high: The big three diagnostic-imaging companies (which also account for another profitable global triopoly, in light bulbs) are described as “gentlemanly”in setting prices.

An ethical mind broadens respect for others into something more abstract. A person with an ethical mind asks herself, “What kind of a person, worker, and citizen do I want to be? ” It’s important to clarify the distinction between the respectful and the ethical mind, because we assume that one who is respectful is ethical and vice versa. I think you can be respectful without understanding why: As a child, you might have respected your parents and grandparents because you were taught to. But ethical conceptions and behaviors demand a certain capacity to go beyond your own experience as an individual person.

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