What is right in the corporation is not what is right in a man's home or in his church," a former vice-president of a large firm observes. "What is right in the corporation is what the guy above you wants from you." Such sentiments pervade American society, from corporate boardrooms to the basement of the White House. In Moral Mazes, Robert Jackall offers an eye-opening account of how corporate managers think the world works, and of how big organizations shape moral (...) consciousnss. Based on extensive interviews with managers at every level of two industrial firms and of a large public relations agency, Moral Mazes takes the reader inside the intricate world of the corporation. It is a world where hard work does not necessarily lead to success, but where sharp talk, self-promotion, powerful patrons, and sheer luck might; where intense competition is masked by cheerfully bland public faces; where intentions are cloaked and frankness is simply one of many guises; and where words are always provisional and accountability often depends on the ability to outrun mistakes. In this topsy-turvy world, managers must bring often unforgiving technology and always difficult people together to make money, an uncompromising task demanding continual compromises with conventional verities. Moral issues are translated into practical concerns and into issues of public relations. Sooner or later, managrs ask themselves: How does one act in such a world and maintain a sense of personal integrity? Moral Mazes is a brilliant, sometimes disturbing, often wildly funny study of corporate thinking, decision-making, and morality. It is an analytical work of great importance, one filled with compelling real life stories of the men and women charged with running the business of America. It is a book for anyone interested in how big organizations actually function, or who is concerned with the current moral malaise in our public life. (shrink)

Discussions of whistleblowing and employee loyalty usually assume either that the concept of loyalty is irrelevant to the issue or, more commonly, that whistleblowing involves a moral choice in which the loyalty that an employee owes an employer comes to be pitted against the employee''s responsibility to serve public interest. I argue that both these views are mistaken and propose a third view which sees whistleblowing as entirely compatible with employee loyalty.

This study suggests a conceptual proposal to analyse the ethics of resistance in organisations, drawing on Foucault’s practising self as a refusal and Schaffer’s ethics of freedom in opposition to the legitimacy of managerial control and the ethics of compliance. We argue that ethics is already part of such politics in the form of ethico-politics on the basis of participation in political action in organisations. Hence, the practising self as resistance in the face of the status quo of managerial power (...) in an ongoing dialectical process with others and for others comprises our conceptual proposal as an ethics of resistance. Acknowledging dialectics as the driver of the continuous reconstruction and co-construction of politics and praxis, we propose an ethics from the bottom up with a critical and radical perspective. Our contribution is based on opening up an ethico-political space for those who are ignored or suppressed in the ethics and organisations literature. (shrink)

In the modern age, the political secret has acquired a bad reputation. With modern democracy’s ideal of transparency, political secrecy is identified with political crime or corruption. The article argues that this repression of secrecy in modern democracies falls short of a substantial understanding of the structure and workings of political secrecy. By outlining a genealogy of political secrecy, it elucidates the logic as well as the blind spots of a current culture of secrecy. It focuses on two fundamental logics (...) of secrecy, deduced from the Latin terms ‘ arcanum’ and ‘ secretum’. Whereas the logic of arcanum regards secrecy as a legitimate dimension of government, a modern logic of secretum is marked by an inextricable dialectics between the withdrawal and communication of knowledge, between secrecy and publicity. Here, the secret is not so much a piece of withheld knowledge as a ‘secrecy effect’ that binds the realm of secrecy to the public sphere by a dialectics of permanent suspicion and scandal. Instead of falling into the trap of this ‘secrecy effect’ it is worth taking a closer look at the tradition of thought on the arcana imperii, from Tacitus to early modern doctrines of raison d’état to Carl Schmitt. What this tradition deals with is the functionality of secrecy and its complicated relation to the law. The arcana tradition elaborates the crucial point of secrecy: its potential, but also its profound ambivalence. Secrecy opens up a discretionary space of action exempt from the rule of law, and, according to Carl Schmitt, ignores the law so as to allow it to become effective. Secrecy serves to protect and stabilize the state, but at the same time it opens a space of exception from the rule of law that breeds violence, corruption and oppression. Instead of seeing secrecy as the opposite of a political culture of transparency, it is more productive to regard secrecy as transparency's complement – a counterpart, however, that is marked by the profound paradox of being both a consolidation of and a threat to democracy. (shrink)

The effective implementation of regulation in organizations is an ongoing concern for both research and practice, in order to avoid deviant behavior and its consequences. However, the way compliance with regulations is actually enacted or “performed” within organizations instead of merely executed, remains largely under-characterized. Evidence from an ethnographic study in the compliance unit of a French investment bank allows us to develop a detailed practice approach to how regulation is actually implemented in firms. We characterize the work accomplished by (...) compliance analysts who are in fact, “curving” the script of regulation within what we conceptualize as a “comfort zone”. Beyond agency, ethics appears as a key element in linking the “letter of the law”, which serves as a referential anchor to guide action, with the complex nature of specific situations. We analyze the way individuals and compliance teams cope with, interpret, struggle and in fine, perform regulation within this comfort zone. A particular interest is thus given to the work of embedded ethics in this process, as an enabler to partly recouple compliance with the regulated activity. We find that blind execution is not only impossible, but also devoid of meaning both from regulatory, risk management, and business perspectives in organizations. We highlight and characterize a hermeneutic dimension to this work, essential to effectively perform regulation in complex environments, and we suggest some directions for further research. (shrink)

Although studies in organizational storytelling have dealt extensively with the relationship between narrative, power and organizational change, little attention has been paid to the implications of this for ethics within organizations. This article addresses this by presenting an analysis of narrative and ethics as it relates to the practice of organizational downsizing. Drawing on Paul Ricoeur’s theories of narrative and ethics, we analyze stories of organizational change reported by employees and managers in an organization that had undergone persistent downsizing. Our (...) analysis maintains that the presence of a dominant story that seeks to legitimate organizational change also serves to normalize it, and that this, in turn, diminishes the capacity for organizations to scrutinize the ethics of their actions. We argue that when organizational change narratives become singularized through dominant forms of emplotment, ethical deliberation and responsibility in organizations are diminished. More generally, we contend that the narrative closure achieved by the presence of a dominant narrative amongst employees undergoing organizational change is antithetical to the openness required for ethical questioning. (shrink)

In the wake of recent corporate scandals, this paper traces the growing power of pension funds to provide managerial oversight of the firms they hold in their investment portfolios. Increasingly pension funds are exercising their legitimate rights as owners to raise the corporate governance standards of the firms they invest in. Within corporate governance generally, pension funds are shifting their attention away from managerial accountability and toward measures that increase transparency in firm-level decision-making. Pension funds use transparency to ensure that (...) shareholders are the primary interest being served by the firm. Transparency not only aligns managers and owners, it also raises issues of firm behaviour that allow other stakeholders to engage the corporation more broadly. I contend that secrecy is economically inefficient. When organizations are opaque and interests are secret, decision-making can and does distort efficiency. I examine recent pension fund corporate governance campaigns with particular reference to the California Public Employees Retirement System. (shrink)

This article opens a special section on the politics of opacity and openness. The rise of transparency as a political and cultural ideal has left secrecy to accumulate negative connotations. But the moral discourse that condemns secrecy and rewards transparency may cause us to misread the symbiotic relationship between these terms. After providing a historical account of transparency in public and political life, this article therefore makes the case for working with the tension between these terms rather than responding to (...) the dyad as a choice. We need to find different ways of staying with the aporia of transparency-as-secrecy and secrecy-as-transparency. Despite common demands to support either transparency or secrecy in political and moral terms, we live with the tension between these terms and its inherent contradictions daily. The theoretical questions posed by this material reality need to be asked and responded to. This article and the special section as a whole begin such an enterprise. (shrink)

Our aim is to analyze the position of the leader in relation to the ethical dimension of truth-telling within the organization under his/her control. Based on Michel Foucault’s study of truth-telling, we demonstrate that the role of the leader toward the corporation and the imperative of organizational performance place the leader in an ambiguous position: he/she is obliged to take the lead in “telling the truth” internally and externally, but also to bear the consequences of this “truth-telling” for the organization (...) and for himself/herself. In this process of construction and implementing the truth, the leader is organizer and figurehead of the corporation’s truth-telling practices: determining the frontiers between truth that can be said and that which should remain hidden, both inside and outside the corporation; establishing a dialogue based on truth ; guaranteeing that the rules of truth-telling are respected; and offering a truth which is compatible with the firm’s economic and ethical interest. Invested with the authority—the office—of managing truth within the corporation, the leader can be considered to be the “Chief Truth Officer.” From this perspective, we demonstrate that this role requires specific skills, like courage and practical wisdom. (shrink)

I offer a new cartography of ethical resistance. I argue that there is an uncharted interaction between managerial secrecy and organizational silence, which may exponentially increase the incidence of corruption in ways not yet understood. Current methods used to raise levels of moral conduct in business and government practice appear blind to this powerful duo. Extensive literature reviews of secrecy and silence scholarships form the background for an early stage conceptual layout of the co-production of secrecy and silence.

This paper provides an analysis of the dynamics of secrecy and the secrets business. Secrets are defined as bits of information that, for one reason or another, are kept hidden or controlled so as to elude attention, observation or comprehension. Three conceptual lenses — the micro-analytic focusing on self-deception, the social-psychological focusing on self-disclosure, and the macro-analytic focusing on public secrets — are probed. Secrecy at each of the three levels is revealed to be a janusfaced issue providing undeniable benefits (...) to Homo sapiens in their efforts to adapt to a changing world yet also creates undeniable problems. While secrecy provides the occasion for the demonstration of loyalty and intimacy, it also generates the conditions for exclusion and betrayal. The contemporary impulse to create public forums in which all is revealed, in which sunlight prevails, is too simple a panacea to those who use the topic of secrecy as an occasion to correct social, political and economic problems. (shrink)

Resisting Ethics is a new contribution to an ongoing debate on how the world can be improved. Starting with the notion that resistance and ethics are theoretically and practically intertwined, Scott Schaffer develops a new socially oriented ethics based on the practical experience of resistance and ethics. Borrowing from and extending the ideas of Sartre, Merleau-Ponty, and Bourdieu, and using case studies of the Algerian Revolution and the Zapatista rebellion, Schaffer argues that existentialism can give us new insights into how (...) we can and should act ethically in the world. Resisting Ethics is a wide-ranging work and represents a new kind of intervention into issues of social justice and resistance. (shrink)

The paper studies the ethics of withholding information about an impending layoff and describes those situations in which managerial secrecy might be justified. It describes a layoff situation in which a manager has the latitude to decide what information to release and when, lists the reasons managers commonly give for withholding the information and analyzes each reason from a consequentialist and a Kantian perspective. The paper uses Sisela Bok''s analyses of lying and secrecy to create the prima facie case against (...) secrecy in the situation. (shrink)

I offer a new cartography of ethical resistance. I argue that there is an uncharted interaction between managerial secrecy and organizational silence, which may exponentially increase the incidence of corruption in ways not yet understood. Current methods used to raise levels of moral conduct in business and government practice appear blind to this powerful duo. Extensive literature reviews of secrecy and silence scholarships form the background for an early stage conceptual layout of the co-production of secrecy and silence.