"Everything is connected, everything is interdependent. We’re almost going to the polymath renaissance man mentality, that it’s not just about being a specialist in one area, you need to know a little bit of everything. Or at least create outbound ties, where you are able to learn from disparate areas."
By Manuel Lima - RSA Animate
A host of psychological and organizational factors diverted the Ford executives’ attention from the ethical dimensions of the problem, and executives today are swayed by similar forces. However, few grasp how their own cognitive biases and the incentive systems they create can conspire to negatively skew behavior and obscure it from view. Only by understanding these influences can leaders create the ethical organizations they aspire to run.
By Max H. Bazerman and Ann E. Tenbrunsel
Unless, however importantly we talk about the need to change our attitudes towards the natural world…The social relations, the economic relations, the marketplace, have a more profound effect upon our relationship with the national world that even our attitudes...
By Murray Bookchin
“My daughter, who just graduated from W.S.U., was telling me: ‘Mom, what’s here? The biggest thing you can aspire to do is work for the Koch brothers, and I don’t want to do that,’ ” said Sulma Arias, the executive director of Kansas People’s Action.
By Carl Hulse - New York Times
In order to have a responsible supply chain, we also have to factor into that how the diggers are being treated. And that's what responsible sourcing should really be about. Of course it's about breaking the links between minerals and conflict, but it's bigger than that. It's much more holistic than that. And that's what we would like to see companies working towards.
By Fault Lines Digital Team with Sophia Pickles - Al Jazeera America
While small may be beautiful, size matters when it comes to having a substantive impact on society’s pervasive and complex problems. By leveraging economies of scale and management talent, large nonprofits can deliver improved services at lower cost.
By Robert S. Kaplan and Allen S. Grossman - Harvard Business Review
"What's new is a focused effort to bring more values back into the business equation, and bring more enterprise skill sets into the non-profit equation." This "hybrid zone," as Solomon calls it, has been gaining momentum for the last 30 years, and hinges on the concept of the triple bottom line (3BL). 3BL organizations prioritize "people, planet and profit."
By Kate Webb - Metro News
Experiments suggest that we are instinctively more lenient in our judgment of a person or an organization when an unethical action has been delegated to a third party—particularly when we have incomplete information about the effects of the outsourcing.
By Max H. Bazerman and Ann E. Tenbrunsel - Harvard Business Review
Money has a million symbolic meanings and reflects as many human yearnings; wanting it, getting it, having it, using it, and abusing it are entirely different impulses with entirely different effects on personality, behavior, and interpersonal relationships, and no single researcher has yet captured all of that nuance. But in a country that likes to think that class doesn’t matter, these social scientists are beginning to prove just how determinative money is.
By Lisa Miller - New York Magazine
The global movement for fossil fuel divestment (sometimes also called disinvestment) is asking institutions to move their money out of oil, coal and gas companies for both moral and financial reasons. These institutions include universities, religious institutions, pension funds, local authorities and charitable foundations.
By Emma Howard - The Gaurdian