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纷纷红紫已成尘·布谷声中夏令新

山西财院78jitong 19781017--19820715

 
 
 

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78jitong.......................................................... 高三李五七弓长,三赵九刘七大王,阎吴谢孙崔氏双,柴米余侯箩万堂, 毛邓陈宋任申杭,曾肖徐翁程董梁,储曲祁解韦国强,男女七十学跟党。

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2017年1月23日  

2017-01-23 15:05:40|  分类: 默认分类 |  标签: |举报 |字号 订阅

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2017年1月14日 - 78jitong - 新年快乐......

Why It’s So Hard to Train Someone to Make an Ethical Decision

One of the conundrums of ethical decision making is that many moral decisions that are quite straightforward — even easy — to resolve in a classroom or during training exercises seem far more difficult to successfully resolve when confronted during actual day-to-day decision making.

    Take the decision of Sam Waksal, the former CEO of the emerging biotechnology company ImClone Systems. In late 2001 ImClone awaited approval from the Food and Drug Administration (FDA) of its much-heralded new cancer treatment, but unexpectedly the FDA decided to reject the company’s application. After privately learning of the FDA’s decision, Waksal called his daughter and told her to sell her ImClone shares before the news became public and the stock plummeted.

    To any outside observer, Waksal’s decision was incredibly shortsighted and unreflective. This was precisely the kind of insider trading that regulators routinely monitored, a fact that Waksal was not oblivious to. “I don’t know what I was thinking,” Waksal recalled as he struggled to understand how he could have made such a poor decision. “I wasn’t, sadly.”

    By all accounts, Waksal is a highly intelligent and strategic-minded individual, but when he faced this moral decision in practice, he failed. However, few, if any, individuals presented with this scenario in a training exercise would ever make the same decision. Waskal himself, if presented with this dilemma when it was neatly isolated from others, would have been unlikely to repeat the decision. Why are moral decisions, such as the one that Waksal faced, sometimes easily resolved in the classroom but often harder to successfully resolve in practice?

    There are three obstacles that make ethical decisions in the workplace different and more difficult than in training simulations.


 
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