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The Transformative Potential of CSR Discovery Leadership Read chapter Read first chapter

2018 | OriginalPaper | Chapter

3. Executive Dissociation Unbefitting the Social Contract

Author : Diane L. Swanson

Published in: CSR Discovery Leadership

Publisher: Springer International Publishing

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Abstract

Although Chap. 1 argued that separation consciousness is in decline, and Chap. 2 substantiated this with a review of business and society research, divisive consciousness is still a force with which to be reckoned, especially since it is encouraged by standard economic theory. Using ideal-type modeling, this chapter illustrates the dangers of executive decisions based on separation consciousness that dissociates self from others, facts from values, means from ends, humans from nature, and business from society. This chapter demonstrates that a dissociative mindset at the apex of corporate life will inevitably lead organizations to neglect or harm their stakeholders, which fuels perpetual alienation between business and society. According to this chapter, separation consciousness in executive decision making is a profound violation of the social contract between business and society based on symbiosis. The antidote of an associative mindset consistent with unity consciousness is taken up in Chap. 4.

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previous chapter Society, Business Values, and the Social Contract
next chapter Executive Association Befitting the Social Contract
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Metadata
Title
Executive Dissociation Unbefitting the Social Contract
Author
Diane L. Swanson
Copyright Year
2018
Book
CSR Discovery Leadership

Print ISBN: 978-3-319-59953-3

Electronic ISBN: 978-3-319-59954-0

Copyright Year: 2018

DOI
https://doi.org/10.1007/978-3-319-59954-0_3