Questioning the Moral Foundations of Management
Edited by Sara Louise Muhr, Bent Meier Sørensen and Steen Vallentin
Chapter 7: The Self as a Moral Anchor – Applying Jungian Psychology to Managers’ Ethics
7. The self as a moral anchor – applying Jungian psychology to managers’ ethics Cécile Rozuel To be ethical is work, and it is the essential human task. (Stein 1995, p. 10) 1. INTRODUCTION The emergence of modern moral philosophy corresponds to the undermining of the traditional assumption that there exists an ‘authoritative source outside of human nature’ such as God, on the content of right and wrong (Schneewind 1993, p. 147). The question of man’s free will and the origin of our moral knowledge were then brought to the center of the debate to which not only philosophers but also psychologists would soon take part. Recent calls for an interdisciplinary approach to ethics are reflected by Kaler’s statement: Instead of looking to a separate realm of ethical theory, ethical investigation looks to theories drawn from the social and natural sciences: theories that help the ethical investigation determine what is and is not good for human beings by illuminating the nature of human nature and the effects of particular sorts of social arrangements upon human beings. (1999, p. 212) Moral psychologists have concerned themselves with enhancing our comprehension of moral development processes and stages of ethical decision making. However most of these studies have failed to apprehend the individual as a whole. They have focused instead on the roles endorsed by people, or they have investigated the morality of people through the lenses of cognition, rationality or emotions. Rarely do these studies account for the complexity and unity of the...
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