Unmasking Administrative Evil

Adams, Guy B.; Balfour, Danny L.

doi:10.4324/9781315716640

Cited by 85 publications

(80 citation statements)

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“…What Durant circuitously hints to here, but does not explicitly state, is that our traditional managerial, neoliberal perspective is becoming increasingly exhausted, especially since 2007-2008, because of its intellectual and pragmatic fixation with the prevailing managerial thinking of a market rationality (Adams & Balfour, 2009;Ritzer, 2004;Vanderburg, 2005;Ventriss, 2010). This "locked-in" mentality exhibits a tendency for political/economic involution in that there is a propensity to view all political problems as primarily managerial issues rather than as issues deeply embedded in the broader political, economic, and societal arrangement of power (Erie, 1977;Lustig, 1982;Ramos, 1981;Ventriss, 2000).…”

Section: -Fred Hirschmentioning

confidence: 93%

The Economic Crisis of 2008 and Its Substantive Implications for Public Affairs

Ventriss

2013

The American Review of Public Administration

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This article examines the intellectually and pragmatic challenges posed by the economic crisis of 2008 on public administration and public policy. It will be argued that we need to confront 5 major challenges that will,hopefully, provoke a more lively debate in the field about the substantive implications of this economic crisis. While these 5 challenges are hardly exhaustive, such challenges may force us to ask different questions that could elevate and enrich the intellectual enterprise we aspire to be.

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Section: -Fred Hirschmentioning

confidence: 93%

The Economic Crisis of 2008 and Its Substantive Implications for Public Affairs

Ventriss

2013

The American Review of Public Administration

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“…Even when the discussion is limited only to the behavior of public officials (rather than also including all "evil" in policies; Adams and Balfour, 2004), there are, as Caiden (1991) so convincingly argued, many bureaupathologies. Not of all of these should be considered integrity violations, however; a functionary can do something wrong, can make mistakes, even stupid mistakes, without committing an integrity violation.…”

Section: Neither Too Complex Nor Too Broadmentioning

confidence: 97%

“…One last relevant concept from the literature on state wrongdoing is "administrative evil" (Adams and Balfour, 2004), characterized by the engagement in acts of evil (i.e., in human acts that unjustly or needlessly inflict pain, suffering, and/or death on other humans) by perpetrators unaware that they are doing wrong. The evil character of these acts, therefore, is masked, possibly even to the point of moral inversion ("evil" presented as "good").…”

Section: Corruption and Crimementioning

confidence: 99%

The Integrity of Governance

Huberts

2014

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The International Institute of Administrative Sciences (IIAS) is an NGO with scientific purpose established in 1930 whose seat is still in Brussels.The Institute is a worldwide platform providing a space for exchanges that promote knowledge and practices to improve the organization and operation of Public Administration and to ensure that public agencies will be in a position to better respond to the current and future expectations and needs of society.It thus provides a forum where practical experiences and theoretical analyses of experts (academics and practitioners) in public administration worldwide and from all cultures are presented and discussed.To cover the diversity of its members, the IIAS has set up four sub-entities: This book is printed on paper suitable for recycling and made from fully managed and sustained forest sources. Logging, pulping and manufacturing processes are expected to conform to the environmental regulations of the country of origin.A catalogue record for this book is available from the British Library.A catalog record for this book is available from the Library of Congress.Softcover reprint of the hardcover 1st edition

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“…However, sometimes because of the very pressures that come with responsibilities distributed across many people, seemingly good intentions can have disastrous consequences when individuals fail to appreciate all consequences of their actions (Adam and Balfour 1998). People not only do evil things unintentionally or due to lack of consideration, but sometimes the same evolved principles that provide the basis for moral concerns can be co-opted to produce moral evil (Graham and Haidt 2012).…”

Section: Morality In the Workplace: Possible Implicationsmentioning

confidence: 97%

The clean conscience at work: emotions, intuitions and morality

Schnall

Cannon

2012

Journal of Management, Spirituality & Religion

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How do people decide what is right and wrong, and to what extent are their actions guided by such moral considerations? Inspired by philosophical traditions, early approaches to morality focused on rationality, and assumed that people arrive at moral standards by logical thought. More recently, however, psychologists have explored the influence of emotions and intuitions on morality, and evidence has been accumulating that moral decisions and behaviors are far from rational, but instead, are guided by intuitions and situational considerations. For example, seemingly irrelevant concerns such as keeping one’s mind and spirit clean and pure can change people’s moral judgment. Emotions can also influence behavior, and positive, uplifting emotions such as elevation and gratitude can be harnessed to produce beneficial outcomes for individuals and organizations alike. Furthermore, people appear to aspire to an equilibrium of moral self-worth, and engage in more or less ethical behavior depending on their currently perceived moral integrity. Thus, morality and ethical behavior is less likely to reside in the person than in the context, and thus, for the study of spirituality, it might be beneficial to focus on people’s situational constraints in the workplace rather than their stable dispositions. Further, because of their potential to inspire positive action, organizations might aim to make positive moral emotions, such as gratitude, elevation, and awe part of everyday work contexts. Overall, in organizations and the workplace, the goal shifts from trying to identify the moral individual to providing the contextual conditions that appeal to spiritual concerns in order to foster moral behavior.

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Unmasking Administrative Evil

Cited by 85 publications

References 0 publications

The Economic Crisis of 2008 and Its Substantive Implications for Public Affairs

The Economic Crisis of 2008 and Its Substantive Implications for Public Affairs

The Integrity of Governance

The clean conscience at work: emotions, intuitions and morality

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