Negotiating as an ethics action (praxis) strategy
Journal of Business Ethics · 1989 · Volume 8 · Issue 5
Abstract
Ethical reasoning as an action (praxis) as opposed to a knowing (epistemology) strategy is not always effective in guilding ethical, stopping or turning around unethical organizational behavior. In contrast, nonviolent forcing strategies can be very effective, but also destructive. If reasoning is an idealistic thesis and forcing is its pragmatic, material antithesis, then do we need a synthesis action (praxis) strategy such as problem solving negotiating? There are also limitations with negotiating.
Keywords
Economic Growth, Organizational Behavior, Ethical Reasoning, Ethic Action, Synthesis Action
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