Index
186
gray areas
analytical techniques applied
to, 3–4, 11–12, 36–37, 121
avoiding assumptions about, 25
challenge of facing, 1, 2–6
consideration of net, net
consequences in, 13–14, 15, 38
core human obligations and, 44,
49, 51
emotional reactions to, 23, 29
experience of “the other”
considered in, 66–68
experts and, 31
focus on process in, 26–29
guidance based on five
questions about, 1–2, 7–9
moral imagination used with,
54, 60–63
as organizational versions of
Gordian knot, 5–6
personal responsibility of
choices in dealing with, 4
shared norms and values and,
104–107
simple decision trees to consider
options in, 31, 34
trade-offs in decisions in, 32,
69–70, 134
understanding economic
realities of, 55–57
working philosophy
of management for
understanding, 10–12
working through as a manager
and then resolving as a
human being, 6–7
Greece, ancient, 47, 73, 128, 148
groupthink, 36–37, 105–106
gun-control debate, 69–70
Hampshire, Stuart, 62, 80–81
happiness, Bentham’s emphasis on,
in making decisions, 16, 18
hardball tactics, 89–91
Harvard Business School, 10, 71,
85, 109
Hemingway, Ernest, 127–128,
177n9
Henderson, Fritz, 10
Hillel the Elder, 66–67
Hinduism, 46, 78, 100, 174n8
Hitler, Adolf, 127
Holmes, Oliver Wendell Jr.,
119–120
Holmes, Sherlock (fictional
character), 108
HR issues
Friedman-Fletcher case
study on performance
evaluation, 74–76, 81, 82,
83, 85, 86–87, 90, 91, 92, 93,
114–115, 122
Thompson-Wilson case study
on termination, 60–61, 62, 65,
68, 85, 135–136
humanism
overview of, 147–151
questions asked in, 11
tradition of, 11
humanist philosophy of
management, 10–12
Index.indd 186 11/06/16 9:36 AM