These two texts complement one another well. Five lenses, utilitarian, rights, justice, common good, and virtue are outlined in Santa Clara’s guide so that readers can consider a choice from a variety of angles. Setting the tone at the top, aligning incentives with principles, defending those who speak up, and ensuring that policies are applied consistently are all examples of how the manager’s ethical role transforms such perspectives into everyday operations. For instance, the manager text demonstrates how to create equitable evaluations, distinct reporting lines, and practical penalties so that Santa Clara’s advice to respect rights and prevent harm is truly followed.
Their emphasis on character is another area of overlap. According to Santa Clara’s virtue ethics, leaders should be brave, honest, and temperate. The management text demonstrates what that looks like in practice: refusing to “turn aside” when outcomes are positive but methods are dubious, praising transparency, and revealing bad news early. Both concur that values must permeate recruiting, promotions, and reviews not simply posters and that culture triumphs over slogans.
Lastly, the texts’ discussions of consequences are complementary. Santa Clara exhorts us to weigh the total advantages and disadvantages. The management book describes how “ethical fading,” in which minor concessions become commonplace, can be brought on by pressure, ambiguous accountability, and strict deadlines. They all agree that when time is limited and the obvious shortcut seems appealing, utilize the frameworks to think and then create routines and structures that truly hold the line.
Text to Text Sources:
https://www.scu.edu/ethics/ethics-resources/ethical-decision-making/thinking-ethically