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	<title>Slow Leadership &#187; Business Ethics</title>
	<atom:link href="http://www.slowleadership.org/blog/category/ethics/feed/" rel="self" type="application/rss+xml" />
	<link>http://www.slowleadership.org/blog</link>
	<description>Articles on returning humanity to working life.</description>
	<pubDate>Thu, 20 Nov 2008 12:09:36 +0000</pubDate>
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		<title>Trust . . . and Why It Matters So Much</title>
		<link>http://www.slowleadership.org/blog/2008/11/trust-and-why-it-matters-so-much/</link>
		<comments>http://www.slowleadership.org/blog/2008/11/trust-and-why-it-matters-so-much/#comments</comments>
		<pubDate>Mon, 03 Nov 2008 12:19:28 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Authenticity]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Trust]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1680</guid>
		<description><![CDATA[Trust is the foundation for creating a civilized working environment. W. Edwards Deming, mostly remembered as the father of the Total Quality Movement, said that the primary duty of every leader is to remove fear from the workplace. Yet today fear seems more present, and more powerful, than ever. Where fear and mistrust rule, there can be no happiness, enjoyment, creativity, or sense of meaning in working life. Surely it’s time to wake up?]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/11/trust-and-why-it-matters-so-much/feed/</wfw:commentRss>
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		<item>
		<title>Trust is at the Root of Our Problems</title>
		<link>http://www.slowleadership.org/blog/2008/10/trust-is-at-the-root-of-our-problems/</link>
		<comments>http://www.slowleadership.org/blog/2008/10/trust-is-at-the-root-of-our-problems/#comments</comments>
		<pubDate>Mon, 27 Oct 2008 15:11:12 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Finance]]></category>

		<category><![CDATA[Seeing clearly]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/2008/10/trust-is-at-the-root-of-our-problems/</guid>
		<description><![CDATA[Gretchen Morgenson is one of my favorite commentators—at once witty and pertinent. In case you missed her most recent piece about the current business and financial woes, here&#8217;s the link (“They’re Shocked, Shocked, About the Mess”).



These short extracts show why I thought the article so relevant. I&#8217;ve been saying for months that the root cause [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/10/trust-is-at-the-root-of-our-problems/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Bullying Bosses and Macho Cultures</title>
		<link>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/</link>
		<comments>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/#comments</comments>
		<pubDate>Thu, 28 Aug 2008 12:35:10 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Featured post]]></category>

		<category><![CDATA[Authenticity]]></category>

		<category><![CDATA[Bullying]]></category>

		<category><![CDATA[Leadership]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=1117</guid>
		<description><![CDATA['Management by Making the Numbers' — today's fashionable choice amongst the macho and the greedy — produces a debased kind of leadership. We can only keep a working environment worthy of a civilized nation by valuing some things more highly than making the numbers. That means accepting 'the numbers' won't be achieved — should not be achieved — if the price paid is the loss of honesty, dignity, integrity and humanity as guiding principles of corporate life.]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/08/bullying-bosses-and-macho-cultures/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Maybe Honesty Does Pay After All</title>
		<link>http://www.slowleadership.org/blog/2008/05/maybe-honesty-does-pay-after-all/</link>
		<comments>http://www.slowleadership.org/blog/2008/05/maybe-honesty-does-pay-after-all/#comments</comments>
		<pubDate>Tue, 13 May 2008 12:12:53 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Better Management]]></category>

		<category><![CDATA[Corporate culture]]></category>

		<category><![CDATA[Economics]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=574</guid>
		<description><![CDATA[Researchers at the Wharton School of Business claim to have shown that playing fair with customers and suppliers, and being transparent about who gets what out of any deal, can be the best way for everyone to benefit in the long-term. Despite the predictions of classical economic theory, it seems many people value fairness highly enough to walk away from any deal they believe won't give them a proper share of the rewards, taking nothing rather than allowing the other side to profit unfairly.]]></description>
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		<item>
		<title>Is a moral element fundamental to effective management?</title>
		<link>http://www.slowleadership.org/blog/2008/04/moral-element-fundamental-to-management/</link>
		<comments>http://www.slowleadership.org/blog/2008/04/moral-element-fundamental-to-management/#comments</comments>
		<pubDate>Mon, 14 Apr 2008 12:41:49 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=519</guid>
		<description><![CDATA[We should all take time to consider the dangers of &#8220;management fundamentalism&#8221; and the dangers it brings.


Photo by Ramy Majouji, Wikimedia Commons

Writing in the British newspaper, The Observer, on Sunday March 23rd, 2008, Business Editor Simon Caulkin pointed to &#8220;management fundamentalism&#8221; as the primary culprit for the current financial and economic woes afflicting the global [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/04/moral-element-fundamental-to-management/feed/</wfw:commentRss>
		</item>
		<item>
		<title>When managers cross the line</title>
		<link>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/#comments</comments>
		<pubDate>Wed, 26 Mar 2008 13:36:48 +0000</pubDate>
		<dc:creator>Carmine Coyote</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Leadership]]></category>

		<category><![CDATA[Hamburger Management]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=485</guid>
		<description><![CDATA[What happens when simple over-confidence leads to a nightmare of tension and lies?

There&#8217;s a reasonable belief that a healthy dose of self-esteem is necessary in a leader; that a person placed in charge of important activities needs to be courageous in facing problems and confident in his or her ability to overcome problems and obstacles. [...]]]></description>
		<wfw:commentRss>http://www.slowleadership.org/blog/2008/03/when-managers-cross-the-line/feed/</wfw:commentRss>
		</item>
		<item>
		<title>Confucius, Li, and Decency at Work</title>
		<link>http://www.slowleadership.org/blog/2008/03/respectfulness-to-others/</link>
		<comments>http://www.slowleadership.org/blog/2008/03/respectfulness-to-others/#comments</comments>
		<pubDate>Fri, 07 Mar 2008 14:44:16 +0000</pubDate>
		<dc:creator>Peter Vajda</dc:creator>
		
		<category><![CDATA[Business Ethics]]></category>

		<category><![CDATA[Civilized work]]></category>

		<guid isPermaLink="false">http://www.slowleadership.org/blog/?p=456</guid>
		<description><![CDATA[Respectfulness towards others is the key to a more civilized workplace

The challenge for life at work is this: how to be a “business” person and a “human being” at the same time. How to be compete, yet cooperate; be hard-nosed, yet ethical; keep one’s nose to the grindstone, yet still take time to “see” and [...]]]></description>
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