The Socratic method has a long history in teaching philosophy and mathematics, marked by such names as Karl Weierstra, Leonard Nelson and Gustav Heckmann. Its basic idea is to encourage the participants of a learning group (of pupils, students, or practitioners) to work on a conceptual, ethical or psychological problem by their own collective intellectual effort, without a textual basis and without substantial help from the teacher whose part it is mainly to enforce the rigid procedural rules designed to ensure (...) a fruitful, diversified, open and consensus-oriented thought process. Several features of the Socratic procedure, especially in the canonical form given to it by Heckmann, are highly attractive for the teaching of medical ethics in small groups: the strategy of starting from relevant singular individual experiences, interpreting and cautiously generalizing them in a process of inter-subjective confrontation and confirmation, the duty of non-directivity on the part of the teacher in regard to the contents of the discussion, the necessity, on the part of the participants, to make explicit both their own thinking and the way they understand the thought of others, the strict separation of content level and meta level discussion and, not least, the wise use made of the emotional and motivational resources developing in the group process. Experience shows, however, that the canonical form of the Socratic group suffers from a number of drawbacks which may be overcome by loosening the rigidity of some of the rules. These concern mainly the injunction against substantial interventions on the part of the teacher and the insistence on consensus formation rooted in Leonard Nelson's Neo-Kantian Apriorism. (shrink)

How can organisations ‘manage for integrity’?1 Two differing approaches have been called the compliance strategy and the integrity strategy. While the first seeks to instil compliance with externally imposed standards, the integrity strategy seeks to teach ethical decision-making and values as well, so that ‘ethical thinking and awareness…[are]…part of every manager’s mental equipment’. In this paper the Dutch consultant philosopher Hans Bolten reports on how Socratic dialogue has helped managers develop ethical capacities and responsibility. Drawing on research with dialogue members (...) he concludes that organisations that care about ethics cannot rely on abstract moral codes and rules. He argues that they need Socratic dialogue as an instrument if their managers are to shape moral guidelines they both agree upon and can apply in practice. And he shows how dialogue can foster in managers the readiness to give an account of their actions, a readiness implicit in the idea of moral action itself. Thus Socratic dialogue can help create a culture in which morally accountable action is the rule, not the exception, and in which the responsibility to give an account of one’s actions has its rightful place.2. (shrink)