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Can Ethical Organizational Character Be Stimulated and Enabled?: "Upbuilding" Dialog as Crisis Management Method

Richard P. Nielsen and Ron Dufresne
Journal of Business Ethics
Vol. 57, No. 4 (Apr., 2005), pp. 311-326
Published by: Springer
Stable URL: http://www.jstor.org/stable/25123483
Page Count: 16
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Can Ethical Organizational Character Be Stimulated and Enabled?: "Upbuilding" Dialog as Crisis Management Method
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Abstract

Crisis management can be simultaneously a content specific problem solving process and an opportunity for stimulating and enabling an organization's ethical tradition. Crisis can be an opportunity for ethical organizational development. Kierkegaardian "upbuilding" dialog method builds from within the internal ethical tradition of an organization to respond to crises while simultaneously adapting and protecting the organization's tradition. The crisis itself may not be a directly ethical crisis, but the method of responding to the crisis is built upon the ethical foundations of an organization's tradition. A limitation of this method is that it may be less applicable to organizations with questionably ethical traditions. The concept of "upbuilding" dialog is derived from Kierkegaard, but here is applied to organizational crisis management. The method is illustrated and discussed in the context of a wrongful death crisis of the Dana- Farber Cancer Institute, a non-profit organization, and an economic survival crisis at Ben and Jerry's, a business organization.

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