By Mervyn Conroy (auth.)
MacIntyre's narrative established advantage ethics have for the 1st time during this publication been utilized to a firm present process switch pushed through industry forces and a society that desires extra for much less with scant regard for the capability through which that's accomplished. the sensible power of those insights is explored within the case learn that runs in the course of the book.
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Extra resources for An Ethical Approach to Leading Change: An Alternative and Sustainable Application
Watson (2003); MacIntyre (1999b) notes that ethical considerations have been examined in a very limited way to date. He explores the ethical dimension from a managerial perspective including issues associated with change or imperatives placed on the organisation from external sources. His interest is in moral agency and he finds that managers can influence the morality of the organisation as long as they can establish ‘business grounds’. According to MacIntyre (1985) managers, whether they intend it or not, business grounds or not, influence the morality of the organisation (and society) through their enacted stories and narratives.
It has shown how this study contributes a deeper understanding of the growing cynicism towards change and the nature of support managers in the midst of change are calling for. Through a review of the healthcare reform literature its empirical contribution is highlighted as the first study to take a narrative-based virtue ethics perspective on public-sector reform. So far we have looked at a whole range of interests in the form of narratives from different parties: Government, patients, carers, funders and senior managers.
G. g. the growing number of schools outwith local democratic accountability). e. those between competition and collaboration, between standardisation and innovation, between centralisation and local flexibility, between enabling and controlling strategies, and between long-term sustainability and short-term goals and targets. The challenges of creating radical and enduring reform have been seriously underestimated by government; the language of ‘transformation’ is inappropriate for a long, slow process which may take more than a decade to complete; the battery of mechanisms selected to ‘deliver’ such change has proved too mechanical; and the climate of fear which permeates the sector must give way to a climate of mutual trust.