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所在平台: Coursera |
课程主页: https://www.coursera.org/learn/unethical-decision-making
课程评论：没有评论
课程名称：组织中的不道德决策 课程概述：本课程《组织中的不道德决策：黑暗面研讨会》将教你如何强大的组织背景推动善良的人做出不道德的决定。你还将学习如何保护自己和你的组织免受潜伏在黑暗中的力量的影响。 课程内容： 本课程讲授如何狭窄的框架和强大的背景可以将善良的人推向不道德的决策，以及如何保护自己和组织免受伦理盲目的影响。课程旨在使参与者能够分析强大背景下可能引发的不道德或非法行为的风险。课程内容涉及管理学、心理学、社会学、哲学和文学等多个学科，旨在提升对不道德行为的理解。课程还通过这些学科的视角分析了近年来一些突出的组织丑闻。 课程目标： 1. 解释社会背景对个人决策的影响，运用多种理论（管理学、社会学、心理学和哲学）。 2. 将这些理论应用于分析近年来一些著名的组织丑闻。 3. 评估自己组织中伦理盲目的风险。 4. 设计干预措施，以降低自己和组织的伦理风险。 推荐背景： 本课程无需任何专业背景，欢迎对该主题感兴趣的普通人以及相关领域的专家（如企业合规经理）参加。 课程重要性： 目前，关于为什么善良的人会做出不道德决定的理解相对有限，相关研究碎片化，组织内此类问题的管理 overly 简化、法律化且不充分。了解背景，包括例行公事的危险、我们日常决策的无意识和有意识决策程序的治愈力量正变得越来越重要。在本课程中，您将学习处理伦理挑战所需的最新知识和工具。 课程结构： - 第一周：伦理与不伦理决策 介绍现代恶的演变及其在不同文化背景中的讨论，探讨如何在面对伦理决策时使用哲学家康德的理论。 - 第二周：组织中不伦理决策的介绍 通过名著寓言研究背景如何影响个人，分析福特平托案，介绍伦理盲目模型。 - 第三周：框架的力量 研究框架如何导致不道德决策，并通过安然丑闻和雷曼兄弟崩溃分析语言的影响。 - 第四周：例行公事的力量 探讨人们和组织如何简化信息处理和决策的重要力量，分析在军事背景下的案例。 - 第五周：强情境的力量 聚焦于决策者的环境，研究社会心理学经典实验中他人的影响。 - 第六周：制度的力量 讨论时间对决策的影响以及制度背景如何导致伦理盲目。 - 第七周：变革之风：反对伦理盲目的斗争 重点讨论如何作为个人和组织领导者对抗伦理盲目的防御策略。 通过本课程，学员将能够更好地理解伦理决策的复杂性，并在工作和生活中应用所学知识。
Name:Week 1- Ethical and unethical decision making
Description:Have you ever asked yourself the following questions ? Why do human beings act in an illegal and unethical way? Why and under what conditions do we become evil? What motivates harm doing and what is the explanatory power of human nature and human culture? What is the evil anyway? And why is this relevant for us in our daily life? The first week will give you an introduction to the historic evolution of our modern understanding of evil, looking at how evil has been discussed in different times and cultural contexts. Furthermore, in this first week, we will discuss how you can deal with situation in which you have to make ethical decisions and how the theories of philosophers such as Immanuel Kant provide us a tool box for such situations.
Name:Week 2- Introduction to unethical decisions in organizations
Description:In this week, we will first reflect upon the wisdom of a famous fairy tale in order to understand the power contexts have on individuals. Subsequently, we will zoom into one of the most famous corporate scandals, the Ford Pinto case which demonstrates the power of context over decisions similar to the fairy tale. Finally, we will present our model of ethical blindness, which not only provides a conceptual framework to better understand these two cases, but also builds the backbone of the whole course.
Name:Week 3- The power of frames: How people construct their reality
Description:In this third week, we will examine how framing can contribute to unethical decision making. After having introduced you to the concept of framing in general, we will use it to interpret the Enron scandal. We will then discuss the recent Lehman Brothers collapse along one particular element of framing – the language we use in organizations. Building on this case, we will finally go deeper into the link between decision making and language and discuss how language influences what we can see and how we decide.
Name:Week 4- The power of routines
Description:In this week, we will first look at how people and organizations (can) simplify information processing and decision making, namely by using heuristics and by establishing routines. Subsequently, we will examine key driving forces of ethical blindness in organizations and finally demonstrate the risk associated with powerful routines in a case study on innovations in a military context.
Name:Week 5- The power of strong situations
Description:In this week, we will shift the focus to the environment of the decision maker and we will start by inspecting the immediate context. People are often in situations that have a strong influence on how they think and behave. Most of this influence comes from the presence of other people. The scientific discipline in which such effects are studied is social psychology and so we will look into some classic social psychology experiments.
Name:Week 6 - The power of institutions
Description:In this week, we will start by examining the impact of time on decision making. Subsequently, we will discuss the third contextual layer that we posit in our model of ethical blindness: the institutional context in which organizations are embedded. We will analyze this layer in more detail and discuss the impact of ideology on ethical blindness.
Name:Week 7- The wind of change: how to fight ethical blindness
Description:After having discussed for six weeks the forces that promote ethical blindness, we will now concentrate on defence strategies. This week, we will examine how we can fight against ethical blindness as individuals and as leaders in organizations.
This course 'Unethical decision making in organizations : A seminar on the dark side of the force' will teach you how strong organizational contexts push good people towards unethical decisions. You will also learn how to protect yourself and your organization against such forces lurking in the dark. About the Course This course teaches how narrow frames and strong contexts can push good people towards unethical decisions and how they can protect themselves and their organization against ethical blindness. The goal of this course is to empower the participants to analyze the risks of unethical or illegal behavior that might be triggered by powerful contexts. It draws from various disciplines such as management, psychology, sociology, philosophy, and literature, in order to learn what these disciplines contribute to a better understanding of unethical behavior. The course also analyzes some of the most prominent organizational scandals of the recent decades through the lenses of these disciplines. Whenever we hear about ethical scandals, we tend to believe that unethical or illegal behaviour in organizations is driven by character deficiencies of individual actors. Put differently, we simply assume that bad things are done by bad people. However, numerous corporate scandals have demonstrated that even people with a high level of integrity can break the rules if they are put into a strong context. A better understanding of why and under what conditions good people make bad ethical decisions will enable us to better protect individuals as well as their respective organizations against the potentially overwhelming power of the context. It will also enable us to cure societies from problems like corruption. At the end of the course, you are able to: 1. Explain the impact of social context on individual decision making using various theories (from Management, Sociology, Psychology, and Philosophy) 2. Apply these theories to the analysis of some of the most eminent organizational scandals of the recent decades 3. Assess risks of ethical blindness in your own organizational context 4. Design interventions to reduce such risks for yourself and your organization Recommended Background No background expertise is required. The course is open for interested layperson as well as experts who work on related topics, be it as researchers or practitioners (e.g., compliance managers in corporations). Why is this course important for me? Currently, the understanding of why good people make unethical decisions is rather limited, related research is rather fragmented, and the management of such problems in organizations is overly simplistic, legalistic, and inadequate. Understanding contexts, including the dangers of routines, the mindlessness of our daily decisions, and the healing power of mindful decision-making routines is of increasing importance. In this course, you will learn the latest knowledge and the appropriate tool box for dealing with ethical challenges that you will face throughout your life! What do I need to follow this course? We build bridges between various scientific disciplines and will familiarize you with those disciplines smoothly. You need no expertise, just come and share your own real-world experiences about unethical decisions. After all, we are all experts in making decisions—some more ethically, some less ethically—aren’t we?
