This collection examines how greed should be understood and appraised. Roundly condemned by virtually all religions, greed receives mixed appraisals in the domains of business and economics. The volume examines these mixed appraisals and how they fare in light of their implications for greed in our everyday world. Greed in children is uniformly criticized by parents, other adults, and even children's peers. However, in adulthood, greed is commended by some as essential to profit-seeking in business and for offering the greatest promise in promoting economic prosperity for everyone. Those who advocate a more permissive position on greed in the adult world typically concede that some constraints on greed are needed. However, the supporting literature offers little analysis of what greed is (as distinct from, for example, the effort to meet modest needs, or the pursuit of ordinary self-interested ends). It offers little clarification of what sorts of constraints on greed are needed. Nor is careful attention given to difficulties children might have in making a transition without moral loss from regarding greed as inappropriate to its later qualified acceptance. Through a secular approach, this book attempts to make significant inroads in remedying these shortcomings.

This collection examines how greed should be understood and appraised. Roundly condemned by virtually all religions, greed receives mixed appraisals in the domains of business and economics. The volume examines these mixed appraisals and how they fare in light of their implications for greed in our everyday world. Greed in children is uniformly criticized by parents, other adults, and even children's peers. However, in adulthood, greed is commended by some as essential to profit-seeking in business and for offering the greatest promise in promoting economic prosperity for everyone. Those who advocate a more permissive position on greed in the adult world typically concede that some constraints on greed are needed. However, the supporting literature offers little analysis of what greed is (as distinct from, for example, the effort to meet modest needs, or the pursuit of ordinary self-interested ends). It offers little clarification of what sorts of constraints on greed are needed. Nor is careful attention given to difficulties children might have in making a transition without moral loss from regarding greed as inappropriate to its later qualified acceptance. Through a secular approach, this book attempts to make significant inroads in remedying these shortcomings.

In commerce, many moral failures are due to narrow mindsets that preclude taking into account the moral dimensions of a decision or action. In turn, sometimes these mindsets are caused by failing to question managerial decisions from a moral point of view, because of a perceived authority of management. In the 1960s, Stanley Milgram conducted controversial experiments to investigate just how far obedience to an authority figure could subvert his subjects' moral beliefs. In this thought-provoking work, the authors examine the prevalence of narrow mental models and the phenomenon of obedience to an authority to analyse and understand the challenges which business professionals encounter in making ethical decisions. Obstacles to Ethical Decision-Making proposes processes - including collaborative input and critique - by which individuals may reduce or overcome these challenges. It provides decision-makers at all levels in an organisation with the means to place ethical considerations at the heart of managerial decision-making.

This book is an invitation to academic administrators, at every level, to engage in reflection on the ethical dimensions of their working lives. Academics are very good at reflecting on the ethical issues in other professions but not so interested in reflecting on those in their own, including those faced by faculty and administrators. Yet it is a topic of great importance. Academic institutions are value-driven; hence virtually every decision made by an academic administrator has an ethical component with implications for students, faculty, the institution, and the broader community. Despite this, they receive little systematic preparation for this aspect of their professional lives when they take up administrative posts, especially when compared to, say, medical or legal training. Surprisingly little has been written about the ethical challenges that academic administrators are likely to face. Most of the literature relating to academic administration focuses on "leadership" and draws heavily on management and social science theory. The importance of focusing on ethical deliberation and decision-making often goes unrecognized.

Suppose an accountant discovers evidence of shady practices while ex amining the books of a client. What should he or she do? Accountants have a professional obligation to respect the confidentiality of their cli ents' accounts. But, as an ordinary citizen, our accountant may feel that the authorities ought to be informed. Suppose a physician discov ers that a patient, a bus driver, has a weak heart. If the patient contin ues bus driving even after being informed of the heart condition, should the physician inform the driver's company? Respect for patient confidentiality would say, no. But what if the driver should suffer a heart attack while on duty, causing an accident in which people are killed or seriously injured? Would the doctor bear some responsibility for these consequences? Special obligations, such as those of confidentiality, apply to any one in business or the professions. These obligations articulate, at least in part, what it is for someone to be, say, an accountant or a physician. Since these obligations are special, they raise a real possibility of con flict with the moral principles we usually accept outside of these spe cial relationships in business and the professions. These conflicts may become more accentuated for a professional who is also a corporate employee-a corporate attorney, an engineer working for a construction company, a nurse working as an employee of a hospital."

This book is an invitation to academic administrators, at every level, to engage in reflection on the ethical dimensions of their working lives. Academics are very good at reflecting on the ethical issues in other professions but not so interested in reflecting on those in their own, including those faced by faculty and administrators. Yet it is a topic of great importance. Academic institutions are value-driven; hence virtually every decision made by an academic administrator has an ethical component with implications for students, faculty, the institution, and the broader community. Despite this, they receive little systematic preparation for this aspect of their professional lives when they take up administrative posts, especially when compared to, say, medical or legal training.

Surprisingly little has been written about the ethical challenges that academic administrators are likely to face. Most of the literature relating to academic administration focuses on "leadership" and draws heavily on management and social science theory. The importance of focusing on ethical deliberation and decision-making often goes unrecognized.

Michael Pritchard's study of individual morality is set in the trenches, in the valley of life itself. The moral agent he describes is real, not one of the rarified, rational characters portrayed in most ethics texts. Thus the view of morality Pritchard presents in these eleven essays is pluralistic, complex, and down-to-earth.

Pritchard rejects the premise that moral development begins in self-interest, citing evidence of empathy and moral connectedness in very young children. He provides a deliberate and convincing argument for a new starting point for the discussion of moral development, one in which self-interest and empathy are innate and equally essential groundings for individual morality. He then builds a comprehensive framework for tracing moral development that allows human morality to be grounded in both reason and emotion, and recognizes the importance to morality of justice and rights as well as caring and responsibility.

Pritchard's work is both a product of and a contribution to the field of moral psychology that began in the 1960s as a blending of philosophical theories on morality and ethics with insights from psychological theory on human development and moral behavior. Through his essays run the common threads of moral education, the complexity of ingredients and influences in moral life, and the concept of personal integrity.

"Pritchard displays a remarkable, and sometimes ingenious, sensitivity to the fabric of the moral life. Reading through this work is rather like being on a moral 'dig' where one precious gem after the other is turned up. . . . It deals with the moral life as it is actually lived. Virtually any person on the street could identify with Pritchard's moral agents, whereas the moral agents in the texts of most philosophers turn out to be rarified creatures that no one would ever supposed had walked the earth. . . . Pritchard's discussion of Kohlberg is masterful and extraordinarily subtle--a most important and very significant addition to the literature on this central figure in moral development. The chapter "Accountability, Understanding, and Sentiments" is a ground-breaking piece."--Laurence Thomas, author of "Living Morally: A Psychology of Moral Character."

"Offers a thoughtful, imaginative, and responsible consideration of a broad range of issues in ethics that have engaged contemporary philosophers and psychologists."--Gareth Matthews, author of "Philosophy and the Young Child" and "Dialogues with Young Children."

Suppose an accountant discovers evidence of shady practices while ex amining the books of a client. What should he or she do? Accountants have a professional obligation to respect the confidentiality of their cli ents' accounts. But, as an ordinary citizen, our accountant may feel that the authorities ought to be informed. Suppose a physician discov ers that a patient, a bus driver, has a weak heart. If the patient contin ues bus driving even after being informed of the heart condition, should the physician inform the driver's company? Respect for patient confidentiality would say, no. But what if the driver should suffer a heart attack while on duty, causing an accident in which people are killed or seriously injured? Would the doctor bear some responsibility for these consequences? Special obligations, such as those of confidentiality, apply to any one in business or the professions. These obligations articulate, at least in part, what it is for someone to be, say, an accountant or a physician. Since these obligations are special, they raise a real possibility of con flict with the moral principles we usually accept outside of these spe cial relationships in business and the professions. These conflicts may become more accentuated for a professional who is also a corporate employee-a corporate attorney, an engineer working for a construction company, a nurse working as an employee of a hospital."

In commerce, many moral failures are due to narrow mindsets that preclude taking into account the moral dimensions of a decision or action. In turn, sometimes these mindsets are caused by failing to question managerial decisions from a moral point of view, because of a perceived authority of management. In the 1960s, Stanley Milgram conducted controversial experiments to investigate just how far obedience to an authority figure could subvert his subjects' moral beliefs. In this thought-provoking work, the authors examine the prevalence of narrow mental models and the phenomenon of obedience to an authority to analyse and understand the challenges which business professionals encounter in making ethical decisions. Obstacles to Ethical Decision-Making proposes processes - including collaborative input and critique - by which individuals may reduce or overcome these challenges. It provides decision-makers at all levels in an organisation with the means to place ethical considerations at the heart of managerial decision-making.

The public outcry for a return to moral education in our schools has raised more dust than it's dispelled. Building upon his provocative ideas in On Becoming Responsible, Michael Pritchard clears the air with a sensible plan for promoting our children's moral education through the teaching of reasonableness.

Pritchard contends that children have a definite but frequently untapped capacity for reasonableness and that schools in a democratic society must make the nurturing of that capacity one of their primary aims, as fundamental to learning as the development of reading, writing, and math skills. Reasonableness itself, he shows, can be best cultivated through the practice of philosophical inquiry within a classroom community. In such an environment, children learn to work together, to listen to one another, to build on one another's ideas, to probe assumptions and different perspectives, and ultimately to think for themselves.

Advocating approaches to moral education that avoid mindless indoctrination and timid relativism, Pritchard neither preaches nor hides behind abstractions. He makes liberal use of actual classroom dialogues to illustrate children's remarkable capacity to engage in reasonable conversation about moral concepts involving fairness, cheating, loyalty, truthtelling, lying, making and keeping promises, obedience, character, and responsibility. He also links such discussions to fundamental concerns over law and moral authority, the roles of teachers and parents, and the relationship between church and state.

Pritchard draws broadly and deeply from the fields of philosophy and psychology, as well as from his own extensive personal experience working with children and teachers. The result is a rich and insightful work that provides real hope for the future of our children and their moral education.