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Ethics and Leadership Online block author Nik Winchester (Ethics ('…

- - - - ‘Ethical views are often held strongly. This is unsurprising because when we think about the good we are often talking about human flourishing, fairness, decency, respect; values that we hold dear. Similarly, our experiences of moral harm are often accompanied by strong emotions, anger at those perpetrating the harm, shame that we could have done something that we wished we had not. The very strength of these convictions can, of course make the appearance of confirmation biases that much more apparent – we do not want to give up on, or even question, those items that form our account of the good life, that we construct our life-project around. However, we should not give confirmation biases a free rein; we can, at least, try to consciously disrupt some of its processes. Part of developing as a moral being concerns our ability to subject our ethical views to some scrutiny even when our confirmation bias is doing the very opposite. This might suggest, also, that this kind of disruptive work might be better done with others’
        (Week 21, session 2.3 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=4 (accessed 17 March 2019)
        
        'however, we should remember that this disruptive work is only going to be both positive and productive as long as we are all genuinely committed to mutual respect and understanding (even if we can’t all agree)'.
        (Week 21, session 2.3 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=4 (accessed 17 March 2019)
      - Emotions when viewing something a particular way: agreement; disagreement; angry; upset; frustration; happy; content; new emotions.
      - ‘We find it difficult to inhabit their world and understand their perspective. The fact that we find it difficult means that we need to put a bit of effort into noticing our biases as they appear, finding time to notice these views and giving time to reflect upon them – this is not to say that we are wrong, but rather disrupts that automatic assumption that we are right. It is here that we see other’s views not as challenges to our supposedly ‘correct’ view, but as an invitation to engage in a conversation (even if it is only an internal one)’.
        (Week 21, session 2.2 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=3 (accessed 17 March 2019)
    - - Pressures
        
        'Expectations of managers, subordinates, colleagues, etc can be conflicting'
        
        Week 21, session 2.5 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=6 (accessed 17 March 2019)
      - Tipping over into
        unethical behaviour by degree
        
        ‘By contrast we do a number of little things, perhaps which cause us a little ethical discomfort. When these actions add up we might find ourselves working within an unethical organisation and doing unethical actions without recognising that this has happened’
        Week 21, session 2.5 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=6 (accessed 17 March 2019)
      - Feeling estranged and loneliness
        
        'Feeling distanced from one’s colleagues (or even being actively disliked) is emotionally challenging. To these managers, living through ethical decisions can be emotionally difficult and all sought others to talk through the issues, to decrease the sense of estrangement and check possible solutions'.
        
        Week 21, session 2.5 online https://learn2.open.ac.uk/mod/oucontent/view.php?id=1258756&section=6 (accessed 17 March 2019)
    - - 'A technique called ‘interview to the double’ (Nicolini, 2009) is designed to get you to become aware of what you already know but have not surfaced explicitly in your own mind. This is an especially useful technique, as often we are just too busy to notice unethical practice. It is a relatively simple technique to apply and can be used to look at the ethics of an organisation.'