How Can I Become a Responsible Subject? Towards a Practice-Based Ethics of Responsiveness

Abstract

ethics of practice, giving account, limits of responsibility, responsiveness, subjectification,

Ethical Mindsets: An Australian Study

“…Loacker and Muhr (2009) argue that responsibility becomes a matter of reflection and choice amongst undecidable alternatives, while 'patience', the careful listening and responding to the other's demands, that could avoid acts of 'ethical violence '. O'Donohue and Nelson (2009) analysed the psychological contract and ethics.…”

All in the Mind? Ethical Identity and the Allure of Corporate Responsibility

“…As we have sought to do here, we can insist on the reality of the responsible manager as both sentient capability and unavoidable assignation, as well as point to the potential for self deceit in the embrace of the ethical identity offered to managers by programmes of corporate responsibility. However, possibly the primary value of a focus on the responsible manager lies in opening ourselves, and continuing to hold ourselves open to the simple painfulness of this responsibility (Jones 2007: Loacker andMuhr 2009). Managers' inherent capacities for following the assignation of responsibility typically coincide with powerful incentives to do otherwise; to defend the self at the expense of others.…”

In Search of Individual Responsibility: The Dark Side of Organizations in the Light of Jansenist Ethics

“…While Jackall advances a world in which people are all too comfortable with a fleeting morality, constantly being renegotiated, Pascal points to the underlying reasons: people's penchant for earthly goods and the absolute reign of self-love. We should also note here that, in the literature about responsibility and its possibility in the corporate context, there is much to support Jackall's pessimistic argument (Bevan and Corvellec 2007;Card 2005;Loacker and Muhr 2009). In fact, an analysis of the literature of organizational power and its impact on the moral responsibility of individual managers seems to suggest that organizations can rob managers of their sense of responsibility (see Carr 1968).…”