Giving Voice To Values

In what ways might the focus on individual ethical voice in Gentile’s framework neglect the influence of structural power dynamics in the workplace? Can “voice” alone counter organizational hierarchies? Cite specific examples from the text to support your argument.

Evaluate the effectiveness of pre-scripting as one of Gentile’s Practical Strategies for Ethical Advocacy in the Workplace. Could relying too heavily on pre-scripting lead to inauthentic or overly mechanical responses in dynamic situations?

In what ways do Gentile's “enablers” for ethical action provide a counterbalance to the pressures of organizational conformity? How can individuals leverage these enablers to make ethical decisions?

Gentile’s framework assumes that individuals want to voice their values but lack the tools or strategies to do so. Critically evaluate this assumption—are there other psychological or contextual factors that could prevent ethical action, even with preparation?

In Giving Voice to Values, Gentile emphasizes the role of organizational culture in ethical behavior. How can leaders foster an ethical culture that encourages moral courage?

How does Gentile use the concept of “reasons and rationalizations” to explain why individuals fail to act on their values, and what strategies does she offer to counter these rationalizations?

How does Gentile’s approach to voicing values differ in handling right-versus-right conflicts as compared to right-versus-wrong conflicts?

How does Gentile’s concept of “ethical muscle memory” help overcome the paralysis that people often feel in moments of ethical conflict, and how can it be cultivated in professional settings?