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Imagine embarking on a mountain climbing expedition in Nepal, encountering not just the physical challenges of the ascent but also an ethical crossroads. This is precisely what happened to American businessman Bowen H. McCoy, who, alongside his friend Stephen and a diverse group comprising New Zealanders, Swiss, and Japanese, stumbled upon a dying sadhu, an Indian holy man.
The unfolding events reveal a profound exploration of human behavior in the face of ethical dilemmas, drawing parallels between individual decisions on the Nepalese mountainside and the choices made by corporate entities when confronted with challenging situations.
In dissecting the parable's nuances, the tripod framework of "someone," "situation," and "self" emerges.
The "someone" is the sadhu, a symbol of vulnerability; the "situation" revolves around deciding whether and to what extent to aid the dying sadhu; and the "self" encapsulates the internal conflicts each person faces in making this ethical decision.
A crucial element in the analysis is the identification of a None Zero sum situation, where conflicting goals create a scenario where only one party can achieve their objectives.
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The "self" goals range from reaching the mountain apex for the climbing group to the sherpas' imperative to make a living and maintain their community status by ensuring the group's safety.
Notably, the absence of a clear leader in the group amplifies the ethical quandary, paving the way for the introduction of the dual concern model. This conflict management model delves into the dual motivations that drive individuals in conflicts—self-concern and concern for others.
The overarching dilemma surfaces: could the concerns of all involved have been addressed while simultaneously saving the sadhu's life? The subsequent decision to undertake the bare minimum leaves uncertainty about the sadhu's survival and, consequently, unmet concerns.
Reflecting on the situation, it becomes evident that applying the dual concern model could have offered a more comprehensive solution.
Rather than settling for minimal assistance, a more involved approach, such as collectively carrying the sadhu back to the village, could have not only saved a life but also enriched the group's experience and engagement with the local community. This underscores the importance of group decisions in such morally charged situations, advocating for a more proactive and compassionate stance beyond the basic necessities.
Drawing parallels between this poignant parable and the corporate landscape, two critical lessons emerge.
The rationale behind this is clear: organizations must have leaders who can navigate conflicts, tolerate ambiguity, stress, and change, all while maintaining a strong sense of purpose for both themselves and the organization. Shared values become especially crucial during times of stress, as they lay bare the true character of the organization.
In the absence of such support, individuals may struggle to act appropriately, potentially falling prey to Gresham's law of currency, where negative behavior begets negative behavior. This highlights the significance of nurturing a pool of ethical individuals within the organization, facilitating a positive shift in the collective values of the group.
The crux of this exploration lies in recognizing the inevitability of encountering ambiguous and difficult situations, both in individual lives and within corporations. The sadhu parable serves as a microcosm, urging individuals and organizations alike to formulate proactive plans for navigating such complexities, transcending the utilitarian response of pursuing the greatest good for the greatest number.
Developing a plan involves not only defining leadership but also ensuring support for individuals with positive values, forming the foundation of a robust corporate culture. The call to action goes beyond mere utilitarianism, demanding individuals and firms to take principled stands in the face of ambiguity, creating a roadmap for ethical decision-making.
Delving deeper, one might consider the influence of cultural perspectives on the groups' reactions, potentially shaping their responses to the sadhu. Exploring the long-term impact on individuals and groups involved, as well as delving into the ethical dimensions of decision-making, provides a richer understanding of the complexity at play.
Real-world corporate case studies could further illuminate the practical application of the lessons drawn from the sadhu parable, offering nuanced examples for business students to analyze and apply in their own ethical considerations.
Sadhu Parable: Lessons in Ethics and Leadership. (2017, Mar 28). Retrieved from https://studymoose.com/dual-concern-model-essay
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