Restoring Trust in Two Australian Organizations: The Cases of Herron and Qantas

Latemore, Greg

doi:10.1057/9781137280350_7

Cited by 1 publication

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“…The theme of trust -the very oxygen of the HMN and Global Ethic initiatives -is of course by no means new to management discourse (e.g. Pirson and Malhotra 2011;Pirson 2007;Fukuyama 1996); Greg Latemore provides one recent example, and a helpful overview of the existing literature, in his 2013 chapter in the Humanism in Business Series volume Integrity in Organisations: Building the Foundations for Humanistic Management, offering us such conclusions as: 'Trust and repair are important in buiding integrity'; 'Trust is an increasingly important issue in today's organisations and to subjective well-being'; and 'one builds and restores trust by displaying vulnerability, integrity, competence, consistency, loyalty and openness' (Latemore 2013). These claims are all no doubt true -Latemore cites emprical studies which ostensibly prove them -but the deeper goal of the HMN and the Global Ethic Project is a normative one, namely to move beyond the instrumentalisation of trust -why companies need this scarce commodity in order to survive and prosper -towards a 'humanistic' model in which trust is valued for its own sake.…”

Section: Two Hearts Believing In Just One Mind?mentioning

confidence: 99%

Two Hearts Believing in Just One Mind? The Humanistic Management Network and the Global Ethic Project

Keir

2016

Humanist Manag J

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It is drearily fashionable to criticise the business community for its chronic refusal to take values -beyond the bottom line -seriously. A more honest investigation of the phenomenon of moral bankruptcy in global business and finance, however, reveals that a prior crisis among humanists -widespread denial of the very existence and even desirablility of universal values -predates the financial crises and big business scandals of recent decades, and deserves a healthy portion of the blame for them. Opposition to this quest for common values takes many forms, principled as well as practical. Values, it is commonly argued, belong in the realm of individual freedom; organisations, including corporations, have no business trying to impose moral preferences on their employees. The only solution fit for the 21st Century, with its highly differentiated and increasingly global labour markets, is, on the standard neoliberal account, to leave individuals alone to pursue their own conceptions of the good life on the condition that they display a minimum of respect for the rule of law within the organisations in which they operate. Such ethical minimalism, however, leaves a society more or less defenceless against the excesses of its most powerful actors, which today most certainly include multinational corporations. Without demanding higher, global standards of ethical responsibility beyond mimimum legal compliance, a 'race to the bottom' among business actors desperate for survival is, and has been, the inevitable result of this total abandonment of higher humanistic principles. The reintroduction of Basic Trust, necessary for all ethical behaviour, into the system in which global managers operate -an impossible task without turning to an updated global patrimony of humanistic learning -is the common goal of the Humanistic Management Network and the Global Ethic Project. This brief paper critically explores the paths to reform proposed by the two movements, and shows how each can play an important supporting role in helping the other to achieve its main goals.

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Section: Two Hearts Believing In Just One Mind?mentioning

confidence: 99%

Two Hearts Believing in Just One Mind? The Humanistic Management Network and the Global Ethic Project

Keir

2016

Humanist Manag J

View full text Add to dashboard Cite

show abstract

Restoring Trust in Two Australian Organizations: The Cases of Herron and Qantas

Cited by 1 publication

References 16 publications

Two Hearts Believing in Just One Mind? The Humanistic Management Network and the Global Ethic Project

Two Hearts Believing in Just One Mind? The Humanistic Management Network and the Global Ethic Project

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