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Conscience and its Counterfeits in Organizational Life: A New Interpretation of the Naturalistic Fallacy

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  • Goodpaster, Kenneth E.

Abstract

This paper explains and defends three basic propositions: (1) that our attitudes (particularly American attitudes) toward organizational ethics are conflicted at a fairly deep level; (2) that in response to this conflict in our attitudes, we often default to various counterfeits of conscience (non-moral systems that serve as surrogates for the role of conscience in organizational settings); and (3) that a better response (than relying on counterfeits) would be for leaders to foster a culture of ethical awareness in their organizations. Some practical suggestions are made about fostering such a culture, and a comparison is made between this late-20th-century response to the problem of counterfeits and the classic “naturalistic fallacy†identified in early-20th-century ethics by G. E. Moore.

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  • Goodpaster, Kenneth E., 2000. "Conscience and its Counterfeits in Organizational Life: A New Interpretation of the Naturalistic Fallacy," Business Ethics Quarterly, Cambridge University Press, vol. 10(1), pages 189-201, January.
    • Handle: RePEc:cup:buetqu:v:10:y:2000:i:01:p:189-201_00
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    Cited by:

    1. Aviva Geva, 2006. "A Typology of Moral Problems in Business: A Framework for Ethical Management," Journal of Business Ethics, Springer, vol. 69(2), pages 133-147, December.
    2. Peter Verhezen, 2010. "Giving Voice in a Culture of Silence. From a Culture of Compliance to a Culture of Integrity," Journal of Business Ethics, Springer, vol. 96(2), pages 187-206, October.

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