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Defining Momentsby Joseph L Badaracco
Synopses & Reviews
"Defining moments," according to Badaracco, occur when managers face business problems that trigger difficult, deeply personal questions. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. Badaracco builds a framework for approaching these dilemmas around three cases of increasing complexity, reflecting the escalating responsibilities managers face as they advance in their careers. The first story presents a young man whose choice will affect him only as an individual; the second, a department head, whose decision will influence his organization; the third, a corporate executive, whose actions will have much larger, societal ramifications. To guide the decision-making process, Badaracco draws on the insights of four philosophers--Aristotle, Machiavelli, Nietzsche, and James--because they offer practical rather than theoretical advice. He thus bridges the gap between classroom philosophy and corporate pragmatism. The result is a flexible framework that managers can draw on to resolve issues of conflicting responsibility in practical ways.
Book News Annotation:
Explores the question of whether one can govern innocently in a business world where personal ethics may interfere with the needs of the organization. The author draws on three manager case studies, literature, and moral philosophers such as Machiavelli, Nietzsche, and Marcus Aurelius to discuss ways in which managers can think about ethical dilemmas in their work life.
Annotation c. Book News, Inc., Portland, OR (booknews.com)
The focus of this book are work and life choices and the defining moments when the two become one. It aims to provide a practical framework for analyzing and resolving ethical problems in business and uses contemporary examples relevant to work situations.
This book examines work choices and life choices and the critical points or defining moments at which the two become one. Badaracco examines the right-versus-right conflicts that every business manager faces and presents an unorthodox yet practical way for managers to think about and resolve these issues.
Includes bibliographical references (p. 133-141) and index.
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