On one standard reading, Plato's works contain at least two distinct views about the structure of the human soul. According to the first, there is a crucial unity to human psychology: there is a dominant faculty that is capable of controlling attention and behaviour in a way that not only produces right action, but also ‘silences’ inclinations to the contrary—at least in idealized circumstances. According to the second, the human soul contains multiple autonomous parts, and although one of them, reason, (...) normatively dominates the others, it may fail to do so descriptively: even in the face of full, explicit, well‐reasoned, conscious awareness of the truth of a claim, a person may continue to feel residual inclinations towards disavowed, inappropriate and misguided experiences and courses of action. In this paper, I will argue that even the second of these views does not fully capture the ways in which reflective commitment fails to guide human action. Whereas the traditional multi‐part soul view is well suited to explaining phenomena that involve a cognitive conflict between our reflective attitudes and our non‐reflective endorsements, it falls short when we turn to the full array of human patterns of response, because it neglects a further source of challenge to reason's rule, namely, the mediation of associative and heuristic processes. These processes introduce complications for which the simple faculty psychology view cannot adequately account. Because they produce challenges to reason's rule that are phenomenologically invisible, traditional strategies for self‐regulation cannot be straightforwardly applied to their management. (shrink)

The role of moral intuition has been increasingly implicated in business decisions and ethical business behavior. But troublingly, because implicit processes often operate outside of conscious awareness, decision makers are generally unaware of their influence. We tested whether subtle contextual cues for identity can alter implicit beliefs. In two studies, we found that contextual cues which nonconsciously prime moral identity weaken the implicit association between the categories of “business” and “ethical,” an implicit association which has previously been linked to unethical (...) decision making. Further, changes in this implicit association mediated the relationship between contextually primed moral identity and concern for external stakeholder groups, regardless of self-reported moral identity. Thus, our results show that subtle contextual cues can lead individuals to render more ethical judgments, by automatically restructuring moral intuition below the level of consciousness. (shrink)

In this paper, I will argue that it is a moral obligation for companies, firstly, to accept their moral responsibility with respect to non-discrimination, and secondly, to address the issue with a full-fledged programme, including but not limited to the countering of microsocial discrimination processes through specific policies. On the basis of a broad sketch of how some discrimination mechanisms are actually influencing decisions, that is, causing intended as well as unintended bias in Human Resources Management (HRM), I will argue (...) that the well known tools of legislation and ethical codes are necessary although insufficient to cope with the problem. However, based on empirical evidence, we know which set of measures is likely to diminish discrimination. Taking non-discrimination seriously implies complex and longitudinal policies which include assigning responsibility for a non-discrimination policy within the firm, making managers conscious of implicit stereotypes and helping them to cope with prejudices that no one can totally overcome. Insofar as corporate responsibility with respect to non-discrimination is accepted and strategies that are not prohibitively expensive are known, companies are bound to implement them. Not implementing the best set of measures may be considered at least as a moral shortcoming or, depending on the size of the company, mere lip service to the non-discrimination principle. Although the paper refers to empirical material of diverse backgrounds, its intent is clearly normative. It wishes to spell out what companies ought to do if they are committed to responsible behaviour. The discussion of effective remedies against discrimination is based on a case study of a French company. The retailer Auchan was recently surprised to learn that it was discriminating against ethnic minorities despite strong ethical standards, an ethics committee and ethical leadership. The company dropped its naïve beliefs and set up an ambitious policy cope with the issue. The case illustrates what recent empirical research has revealed about the effectiveness of diversity policies: establishing responsibility for diversity results, firm ethical commitment and support from top management make diversity programs effective. (shrink)