Abstract
Managers are often faced with decisions that don''t fit within a simplistic "right versus wrong" view of the world. Instead, they are presented with situations that could go either way. In this interview with writer Dun Gifford, Jr., Harvard Business School Professor Joseph Badaracco, Jr. discusses the decisions managers must make when faced with a "defining moment," a situation that demands a choice between two ethically and morally compelling options. A person''s response to such a situation can irretrievably define that person in terms of what is morally important. Using examples from his book, Defining Moments: When Managers Must Choose Between Right and Right, Badaracco demonstrates the importance of considering how a manager''s group members and others will interpret decisions made in tough situations. Badaracco also distinguishes between various types of defining moments and advises managers to take sufficient time for self-inquiry and to rely on instinct and emotion to help make these difficult decisions.
About
Abstract
Managers are often faced with decisions that don''t fit within a simplistic "right versus wrong" view of the world. Instead, they are presented with situations that could go either way. In this interview with writer Dun Gifford, Jr., Harvard Business School Professor Joseph Badaracco, Jr. discusses the decisions managers must make when faced with a "defining moment," a situation that demands a choice between two ethically and morally compelling options. A person''s response to such a situation can irretrievably define that person in terms of what is morally important. Using examples from his book, Defining Moments: When Managers Must Choose Between Right and Right, Badaracco demonstrates the importance of considering how a manager''s group members and others will interpret decisions made in tough situations. Badaracco also distinguishes between various types of defining moments and advises managers to take sufficient time for self-inquiry and to rely on instinct and emotion to help make these difficult decisions.