Topic
Situational ethics
About: Situational ethics is a research topic. Over the lifetime, 4023 publications have been published within this topic receiving 145379 citations.
Papers published on a yearly basis
Papers
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TL;DR: Research ethics must be understood in qualitative research as relational, situational, and emerging, which means that focus on ethical issues and dilemmas has to be paid attention on the spot and not only at the desktop.
Abstract: Background:The increase in medical ethical regulations and bureaucracy handled by institutional review boards and healthcare institutions puts the researchers using qualitative methods in a challenging position.Method:Based on three different cases from three different research studies, the article explores and discusses research ethical dilemmas.Objectives and ethical considerations:First, and especially, the article addresses the challenges for gatekeepers who influence the informant’s decisions to participate in research. Second, the article addresses the challenges in following research ethical guidelines related to informed consent and doing no harm. Third, the article argues for the importance of having research ethical guidelines and review boards to question and discuss the possible ethical dilemmas that occur in qualitative research.Discussion and conclusion:Research ethics must be understood in qualitative research as relational, situational, and emerging. That is, that focus on ethical issues a...
53 citations
TL;DR: The authors review the insights from different literatures of applied and basic research, featuring disparate concepts, methods and measures, and draw on experiment-based research on learning to propose the cognitive processes involved in intercultural learning.
53 citations
TL;DR: Situational Action Theory (SAT) provides a fertile framework within which to study the effectiveness of controls as discussed by the authors, and SAT's principle of the conditional relevance of controls states that controls only influence behavior when a person is forced to deliberate over action alternatives because of conflict between his/her own moral rules and those of the setting.
Abstract: Classic self-control theory and the pure deterrence argument have both been recently challenged by integrative theory and appropriate empirical evidence suggesting that controls are only conditionally relevant to action. Situational Action Theory (SAT) provides a fertile framework within which to study the effectiveness of controls. Specifically, SAT’s principle of the conditional relevance of controls states that controls only influence behavior when a person is forced to deliberate over action alternatives because of conflict between his/her own moral rules and those of the setting. That the moral filter does not preclude crime from the action alternatives perceived by an individual can be due to weak personal moral norms or exposure to a crime-conducive moral context. In particular, SAT states that (1) deterrence (external control) only becomes relevant to deliberations when personal morality is weak and (2) the process of self-control (internal control) only becomes relevant to deliberations w...
53 citations
Book•
26 Nov 2004
TL;DR: A Manager's Guide to Self-Development 4/e as mentioned in this paper provides readers with a range of tools and techniques to help them assess and respond to a variety of difficult challenges, such as managing mergers, improving work processes, and downsizing.
Abstract: In "A Manager's Guide to Leadership", the authors argue two key points: Good leadership is not just a question of possessing and developing the right skill set or aligning yourself with a guru's particular model, it is about how you respond to tough dilemmas and difficult challenges; and, Leadership does not belong to the business top hierarchy, everybody faces leadership challenges whatever level they are within their organization. Based on the winning formula of "A Manager's Guide to Self-Development 4/e", this book provides readers with a range of tools and techniques to help them assess and respond to a variety of difficult challenges.The book is divided into two main parts: Part one helps you to take stock of your own situation in terms of your current skill set, the leadership challenges you are faced and those you are likely to face in the future. Diagnostic activities help you discover your strengths and your weaknesses and identify your own goals for self-development.Part two features 21 practical and thought- provoking activities to assist you develop your skills, thus enabling you to respond to a multitude of challenges. These include: 14 situational challenges - Based in part on the findings from a recent government research survey (Council for Excellence in Management and Leadership 2002), these situational challenges are considered to be most pertinent to today's managers. Each chapter features case examples, tools and models and suggested follow up work. Challenges include managing mergers, improving work processes, and downsizing. 7 core practices - These are essential strengthening activities for leadership development that can be used in any leadership situation. These include encouraging commitment, developing facilitation skills, and asking the right questions.
53 citations
TL;DR: In this article, the authors examine the satisfaction of individual members in task groups and provide an alternative conceptualization and methodology for the construct of group member satisfaction, and illustrate the need to conceptualize satisfaction and dissatisfaction as separate constructs not just polar opposites.
Abstract: Group member satisfaction has a long history in the study of group process. Conceptual and methodological problems have hampered the continued development of this construct. This article examines satisfaction of individual members in task groups and provides an alternative conceptualization and methodology for the construct. Grounded data illustrate the need to conceptualize satisfaction and dissatisfaction as separate constructs, not just polar opposites. Both of these then need to be examined as to their universal and situational impact on group process.
53 citations