When Deontology and Utilitarianism Aren't Enough: How Heidegger's Notion of "Dwelling" Might Help Organisational Leaders Resolve

Ethical Issues Author(s): D. Ladkin Source: Journal of Business Ethics, Vol. 65, No. 1 (Apr., 2006), pp. 87-98 Published by: Springer Stable URL: http://www.jstor.org/stable/25123772 . Accessed: 01/02/2014 13:39
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(2006) 65: 87-98 Journal of Business Ethics DOI 10.1007/sl0551-006-0019-0

? Springer

2006

When Aren't

Deontology Enough: How

and Utilitarianism Heidegger's

Notion

of "Dwelling" Might

Help

Leaders Resolve Organisational Issues D- Ladkin Ethical

ABSTRACT. tological decisions ers. nature approach an ethical "coming their and and

This

paper

offers

an

alternative to making

to deon ethical lead

Introduction This to alternative approach as an ethical resolving experienced having component by those exercising leadership, whether or informally, within The formally organisations. or principle-based limitations of deontological, paper considers issues ethics
by of

utilitarian taking that

It argues of

good the relational necessitates

approaches actions by and

organisational

an

leadership which

context-dependent to an ethical reference

Such

approach on action into

into account. takes these aspects explicitly is offered in the re-conceptualisation of the part of leaders as those a process affected notion into of

right and

relation" actions.

vis-?-vis Heidegger's of

as well

decisions

or utilitariansm

as those grounded in consequentialism as include that they are experienced

"dwelling" relation". "comportment"

is explored Three aspects and

as a means of

"coming

right

dwelling: engagement"

"active

with", "staying are described

the view being too abstract to be usable, along with that the philosophical with which they are language to those engaged in is off-putting often presented organisational
However, this

and ways
leaders on are the ways

in which
suggested. adopting implies

they might
The a a paper "dwelling"

be practically enacted by
concludes approach by reflecting to resolving of leadership

life
paper

(Monast,
argues that

1994;
another

Stark,
key

1993),
reason

ethical itself.

issues

re-conceptualisation

and utilitarianism often fail leaders why deontology account is that such approaches do not adequately for the reality of leadership practice: its contextual and contingent the relational nature, along with lies at its heart. When dynamic which principle based or utilitarian do not adequately approaches address aspects of relational this paper practice, proposes approached "coming
between

KEY WORDS:
leadership,

business
ethics,

ethics, Heidegger
relational practices

and ethics,

leadership

that appropriate

ethical

conduct what
a

through considering into right relationship"

the actors involved in

might be constitutes 2002) involves

responses a stake to in situation.

(Cheney,
given

Donna

Ladkin

is Director

of Research

at

the Centre

for

Lead

at the University where she UK, ership Studies of Exeter, MA also acts as Programme Director Center's in the for current Her interests research Studies. include Leadership leadership in complex as an aesthetic how form, as well as situations, leaders innovative take ethical action to

"Coming
attending a situation, both

into
to one's as as well

right
own to others'

relationship"
values who and have

approaches

the consequences process of active promise. There

of decisions.

developing leaders. Exploring the interface between philo sophical concepts and theirpotential application is a keyfocus
of her research approach.

listening is a particular quality to the kind of characterised here, engagement suggested by the notion of phenomenological "dwelling" (Heidegger,

this is not a simple or working towards com But

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88 D. 1971). At its heart, dwelling requires actors to be as to well as to influence, be influenced willing by, to the other. By adopting a "dwelling" orientation ethical of intransigent or their emergent nature, the ensuing decisions actions could not have been foreseen at the genesis of the interaction. Before this argument presenting more fully, the paper frames its positioning vis-?-vis leadership, of more traditional ethical problems and then examines frameworks further the hmitations the for dealing with faced by organisational leaders. deliberation, result from seemingly truly creative resolutions can situations. Because

Ladkin is experienced, it is successful there is little why or about what it is how it can be agreement accomplished. such as Gemmil Post-modern and Oakley and critical theorists (2004) (1992) andWood

question the viability of the concept inWood's that the Western words, "leadership" speaks of a "misplaced The view taken within

itself, suggesting, love affair with

this paper

is a highly context-dependent at its heart, along with other theorists (Northouse, 2004) it is a social and relationally based practice which to do with influence. As such, ethics has something particularly the ethics of how power inherent part of the leading process. is exercised,

fallacy". is that leadership and that phenomenon,

is an

Why Much

focus

on

leaders?

I do not want to infer that management Secondly, or that the not does also have an ethical dimension, distinction between and managerial leadership
behaviours is clearcut. However, to the extent that

ethics literature applies than rather focusing on leaders generally se. This addresses ethical action per paper particularly as it pertains to leaders for several reasons: to managers ethical Although is an important action aspect and decision of managerial entwined with making roles,

of the extant business

leading power,
managing

of influence and the deployment this argument is aimed a leading, rather than involves
activity.

Difficulties
in

of "Leading"
such a way that one exercises one's

doing so is necessarily because of the nature inherent within Cuilla

relationships. (1995) goes as far to say that good is necessarily ethical leadership leadership because of its relational aspect. to the practice centrality of relationship Bass and Avolio, of leading 1985; (Bass, one reasons is the of 1993) key why deon tological
always

of power leader/follower

leading and influence

Leading

in ethically appropriate ways power can be very difficult. The particular kinds of ethical this paper aims to address are those which problems and influence
are not easily resolved through recourse to organi

The

sational situations deeply being

general

codes

or rules. They involve of practice in which arise between conflicts one's

and utilitarian
serve leaders best,

approaches
whereas

may
they

not
may

informed relational ways of held, subjectively more in the world, and fashioned, objectively
rules. They also arise when codes of practice

be more and decision

appropriate

to managerial

action

do not even

making. to ethical deliberation the approach in this paper in dwelling grounded proposed a radical of implies re-conceptualisation as not is which itself, "leading" necessarily Finally,
relevant for "managing".

the specific issue at hand. They are the kind of problem evoked through competing, or when for action conflicting priorities, options raise questions of the sort, "What is the least worst address include instances such as

in this case?" They option the following: How should

which

the way in this paper serve to frame the overall argument. The first which is to problematise the concept of "leadership". Al a of literature exists about what though plethora There about in constitutes leadership, how it is accomplished, how it

are two further qualifications is conceptualised leadership

to requests

an organisational leader respond from a for special consideration

is undergoing who employee long-standing severe personal distress? of an organisation What should an employee do when of the orga they discover members are engaged nisation in wrong-doing, but

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When Deontology

and Utilitarianism

Aren't Enough
use in the as the

89

the admission of the truth will harm inno as as well cent, guilty parties? How should a leader handle cases of organisa around tional confidentiality strategic plans, when information know subordinate's may ven
nate?

little

in (except ness ethics adhered

development restrictive sense)

of why

company many or

strategy see busi

to on

only being cynically an 'as needed' basis"

instrumentally

(213).

effect a they have would career choices, which the leader about because of confidentially gi on the part of the subordi

This

information

is supported by the kind of response often evoked from organisational leaders encountering the From of business ethics. their topic perspective, initiatives to make them more aware of the need to
to certain codes of practice can seem irrele

view

adhere

vant In each case, it is assumed that the leader to act well and aims to make WANTS ethical achieve judgement
However,

in the face of those sensibilities. such a scenario the anonymity

involved the best the given

to how

their ethical illustrates to preserve

he

or

she
guidance

can
as

truly test case The following study and the issues it raises. The situations which altered involved. in order of those

in
to

details of this actual case have been

circumstance.

the best way forward may not be readily discerned through recourse to established organisa tional rules or guidelines. Limitations to "Business In contemporary
come to mean

* * *

of current Ethics"

Jake isDirector large house-hold Vimex outsources

approaches

for a of European Manufacturing Vimex. manufacturer, appliance some of its key components to a

times,
adherence

business
to codes

ethics
of

has

largely
or the

Sadie Co, with whom smaller, family run company, a it has done business for number of years. Sadie Co's director and founder isMax, with whom managing Sadie Co depends Jake has an amicable relationship. on Vimex for about 60% of its business, and over the years, have worked closely to companies even to the point that Sadie Co produces gether, specialised components solely for Vimex. Over not met curred the past 6 months Sadie Co has however, to its commitment orders have been Vimex; the two

practice,

development ingly, business

bureaucracy,

of

of practice. Accord ethics has come to be associated with those codes

whose intent is to control,

systems

delineate,

(2000) ethics have project

of

or prescribe As behaviours. these out, conceptions points their legacy in

Cummings of business

of objectification,

the Enlightenment's rationality, and the pursuit

by context. Ethics

meta-narratives

unaffected

born

in opposi of this approach are, paradoxically, tion to what many of us know the modern world of
to be ? that is, post-modern; in which

late and an increasing number of defects have oc in units delivered. the grapevine, Through has heard that Max's wife has been Jake diagnosed
with inoperable cancer, and Jake assumes that Max

organisations

has

meanings

are constantly shifting, in which we are to acknowledge the plurality of stories encouraged no one is and wherein life, informing organisational
to have an undisputed corner on "truth".

running

(quite understandably) of the business.

taken

his

eye

off

the

believed

Jake is under pressure supplier and discontinue Co. Vimex's of the business

from his MD

to find another

He

the irony of the growth of business ethics of "codes of con literature, and the proliferation are ever more duct" which for lacking in meaning on this in which we operate. Elaborating the world idea he writes:
"...many tute people's amounts to, guide to now regard the current of as in what to a codes that consti ethics as world is of a

notes

the relationship with Sadie code of conduct declares that employees

should not engage in the personal af in other words, in a situation fairs of their suppliers such as this, impartiality is best for Vimex situation. is needed without and Jake should do considering Max's have no

what

Jake would Normally, a relationship with discontinuing not servicing the business cerned not to add to Max's of his situation.

appreciation as so general action unique

business

difficulty a supplier if they are properly, but Jake is con troubles the given is not con

be meaningless fast changing why ethics

practical by

characterised

situations,

extremity vinced there is another

Besides, Jake supplier readily available who

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90 D. would Vimex At be able to supply the specialist components that and Sadie Co have collaborated on to create.

Ladkin in line with writers such as Stark Jake. However, I and Monast would (1993) argue that in this (1994) is let down both and instance, Jake by deontological utilitarian is approaches. A deontological approach embedded in the firm's Code of Practice requiring on Jake's part, with the consequence impartiality that he should not take Max's situation into account

the end of the week, Jake ismeeting with his to the problem. Jake is boss who expects a resolution not sure what to do, he is loathe to add to Max's difficulties, Vimex. He's arrive both and he had also has a few to serve the needs of to of sleepless nights trying which takes the interests

at a resolution parties

when

into account.
* * *

on his course of action. However, deciding to values strong personal Jake holds pertaining as to he would like be others around treated; treating caring for individuals with whom one has either a the personal or professional relationship; of and importance compassion playing a role in relations with deontological and around

Aspects of the case key in this paper include:

to the argument

presented

trustworthiness

in a conflict himself be Jake experiences tween what demands of him the organisation sake (discontinue for expediency's the rela tionship with
the correct

Sadie Co)
way to

and what

he feels
Max,

is

behave

towards

upon principle impartiality is built may be correct in many instances and is often important in preventing unfair advan not at stake in is this issue the tage being given, really this particular situation. From consider a utilitarian the best course utility
result

others. Although the which the idea of

to situation. Jake wants given his personal in consider Max's his decision about position what If he tice, action should to do. to his company's it seems clear that Max on resorts Code should of Prac base his he he for an

of view, point Jake might of action in relation to the options offer. This
resolution

greatest
doesn't

different
in a

approach
either. Al

clearcut

though
endeavour

it may
will

seem

a principle of "impartiality"; the information ignore personal and do what might

is not

supplier, Jake doesn't

take

expedient know how much

or whether or

to find
not

a different time such an

a new sup

has about Max Vimex,

alternative However,

which
it

is expedient necessitate finding

clearcut

plier will be able to provide a better level of service or product. As is often the case when utilitarianism
is invoked as a way forward, there are too many

supplier. necessarily that

unknowns

for the measurement

of benefits

and costs

finding better

supplier would really be in the long term. The for Vimex established between the two relationship and firms has been beneficial mutually another to supply another able company finding Sadie Co the specialist components which has developed for Vimex may be difficult, if not impossible.

to be adequately ascribed. both deontological and utilitarian Furthermore, a in omit of the key aspect approaches position which finds its relational dimension. himself; Jake I propose, This can be done, through considering what constitutes vis those involved in greater depth into right relation" vis-? "coming in the situation, a notion explored below.

How

and utilitarian deontological let leaders down approaches and Werhane believe that (1999) point out, some

Coming to ethical In her female

into "right action

relation"

as an approach

As Donaldson philosophers

proaches, or "principle-based" modes finding of themselves

such as utilitarianism, approaches ethical

ap consequentialist and deontological, exhaust available similar all possible to leaders to that of

seminal work and male ways

about

the differences

between

reasoning in situations

of making ethical decisions, asserts that Carol Gilligan ways of deciding (1982) is ethically correct have a distinct gender bias. what Her work showed that traditionally, men often refer

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When Deontology

and Utilitarianism action

Aren't Enough

91 Ethics. Virtue ethics

to principles truth" informed by ideas of "objective to decide what is correct. For instance, in line with a a man might that one should be honest, principle or truthfully when his wife asks him whether even if he thinks not he likes the dress she iswearing, answer it is dreadful. A woman, the same dilemma, will faced with more often resort to action which will preserve and or not in deciding whether reinforce the relationship argues that response. Gilligan to male of the ways although according thinking, woman is lying if she says she likes the dress even if are actually differently she does not, her priorities In other words, Gilligan formed. that for proposes action is centrally informed ethical women, by
relational values.

is probably Virtue proaches, based originally

in Aristotle's

ap Nicomachean

more Ethics (1976) and popularised by recently the Alasdair Maclntyre view that ethical take (1985) action is the manifestation of a virtuous character. A key is their ethics approaches context in of the of importance acknowledgement is For what Whetstone instance, defining "right". (2001) asserts: component
are 'Virtues and vices fully context the overall sidering a tue is not merely principle, of virtue that the requires sights concerning the understood of life the person of only and work. of by A an con vir ethic in is

of virtue

to offer

a "truthful"

practice has each

context

perceptive act. What

most The

right depends on the situation'

(105).

Gilligan frames this approach as an "ethic of care", that tends closely to the nurturing of defining rela the importance tionships between people. Likewise, of maintaining and nourishing is at the relationships heart notion of "coming into right an as to action. ethical (2003) approach as into right relation" with another, "Coming a reciprocal described and involves by Cheney, relation" interactive way engaging and independence of of which honours Such the an the other. of Cheney's

to contribution virtue possible approaches ethics could make to managers and leaders operating contexts within is currently organisational being a of business ethics theorists. range by explored Writers such asWhetstone (2001) Hartman (1998)

Collier (1995) and Boatright (1995) build strong

cases for the teaching inclusion of virtue ethics. approaches in the the in
of

of business of context

integrity is based on a concern for "lightness" approach a particular situation rather than a notion of within on this constructed "truth". Expanding objectively notion of "lightness", and Elgin Goodman (1988)
write:

importance the practice

tates a more

argue that They to ethical decision making and management

response on the part

of leadership
reflective

necessi

on is dependent actors, and one which organisational their own moral development. Still, practical ways of are virtuous leaders difficult to locate. developing seems to incorporate A concept which the idea of into also sug while "coming right relationship" a means can that which is be achieved gesting by
"dwelling", to which this paper now turns.

"No general lightness

philosophical criterion is a matter

pronouncement or rules for

can

provide

is not sheer fitting) sive nor one-way, but

determining lightness; and working. (But this is neither pas coherence...fitting of fitting an active process of fitting to

gether;
original), jor

the
and

fit has
in what

to be made
may is being

(emphasis
minor into, fitted

in the
or ma or what

the making

What The point

involve

is dwelling? notion from a philosophical "dwelling" is most associated with commonly start of his At the phenomenology. of

adjustments

is being fitted

in, or in both"

(158).

of view

in Goodman and Elgin's sense then, is "Rightness" not something or objectively that is pre-determined a It is way of being which constituted. emerges from the engagement between of "right" way "fitting"
context.

Heidegger's

to find a subjects wanting a within together particular

essay, (1971), "Building, Dwelling, Thinking" traces the roots of the word "Bauen" Heidegger, the German word into the translated commonly mean this enriches English, "building". Heidegger that in its original sense, "Bauen", ing, suggesting means "to dwell" in turn, means "to (146) ,which
remain, to stay in a place". The "Nachgebur", or

The

ethical

the importance

best acknowledges approach which of context to ethical deliberation and

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92 D. in English, is "he who dwells nearby". 'neighbour' an connection the between Noting etymological German verb "bis" and "bauen" ("to be"), (to asserts that "dwelling" constitutes dwell) Heidegger a central be feature of human a human being means to dwell." it means experience, writing, to be on the earth (147). is associated "to as a

Ladkin are. Foltz out points recovers thinking that an aspect of earlier, Greek this

(1995)

Heidegger's notion of ethics, and ismore into right relation" "coming expands on this:
understanding scope of of

akin to the concept of described earlier. Foltz

mortal,

"Heidegger's original narrowness theory sorts the

of

the retrieving

ethical it of

recovers from ethics the as a certain the realm

a with "dwelling" lin It connotes particular quality of engagement. an a in attention unhurried As way. gering, paying Colloquially, it is suggests openness, quality of thought dwelling or forceful so directed as "pondering" not quite As while being more focused than "day-dreaming". an activity, dwelling a cre place, implies affecting ating while a home space perhaps, which reflects the self sympathetically of the space itself. In Heidegger's
connotations. Similar

ethics,

the modern obligation

of moral of

that action,

conception concerns and drifting the toward to by the

only leaves in the

questionable of human

that

remainder of which we and cerns hold how the

existence concerns ourselves in relation

arbitrary....It we comport ourselves we in we

bearing entities, of

through how entities, It con the earth"

turn dwell

are

held

being our being. upon

representing

the particularities has corresponding

sense use of

wither

poetically

(168-169).
to the common

terms, dwelling

This

passage

summarises concept

a is strongly associated with dwelling in Heidegger's As writing. "poetic" way of being such, it can never be wholly through apprehended or hermeneutics rational ways of completely a our in the role both key knowing; imaginai plays the term, understanding, is There description
here.

Heidegger's nature, and secondly, and promotes. encompasses notion that readily put issue by considering "staying with", dwelling:
"engagement".

features of key of dwelling, its firstly, poetic the kind of ethical relations it into the might I'll explore practice? three further aspects of But how "comportment", and

two

be

and enactment a further

makes a

of dwelling. of Heidegger's aspect is relevant

strong

of dwelling and

which

to explore
be

Heidegger

connection

Staying/being Heidegger
to "stay

with asserts that fundamentally, "to dwell"

colloquially, "to

tween which
However, peace", ger

bauen like
to be within

the Old
it is also

bauen means

'wunian , word, to "stay in one place".

the from notion danger". of "being Heideg at

Gothic

is

with".

We

know

that

"safeguarded

dwell",
"to

denotes

a certain
or to

quality
take

of being,
time with.

it means
Similarly,

asserts:

linger",

perhaps,

"To peace that mental

dwell, within safeguards

to

be the

set free,

at peace, the thing

means the

to

remain free The sphere funda

at

in Heidegger's
mode of attention.

terms, dwelling
However,

indicates
there are

a lingering
at least two

preserve, in is this

each

its nature. sparing

character

of dwelling

and preserving"

(149) (emphasis in the original). Here I am noticing quality Heidegger this passage, which through asserts dimension. Heidegger the extra

notion differs from the ways Heidegger's are particularly rele which connotation colloquial vant to enhancing of contextual the development
awareness.

in which

bequeaths "dwelling" itself carries an ethical

that dwelling requires a kind of caring from us that Elsewhere and (1971: 151), he "spares preserves". writes allows entities to that this kind of dwelling come into the fullness of themselves, it is the kind of enables entities to exist peace "being with" which ably ,without having to be more than they already

one is aiming to first focuses on that which worked with Heideg As who have with. those stay was devoted ger before will know, he fundamentally to exploring the nature of "Being" and explicating was In dwelling, 1962). Heidegger (Heidegger concerned that particular attention was paid to the The "being" extremely thought ofthat which was simple terms, of as the "essence" being engaged this "beingness" of a thing. with. could In be to

In order

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When Deontology

and Utilitarianism Drath

Aren't Enough

93

(either a person, an entity, or "stay with" something to its even a thought) , one has to pay attention
"Being".

is 2001; House 1976) and her or his viewpoint in very present interpretations, making judgements, and decisions. requires a very dif "Staying with", ferent
to the

requires a particular quality of attentiveness. the means by which Zimmerman (2000) describes This this kind of attention can be achieved in the fol lowing way:
"Before ately dwell with we can other the dwell beings house and we and must learn

kind
other

of leadership
rather than

presence,
necessarily

one

that attends
one's

asserting

own
above

position.
all,

Such

attending
to letting

requires
go of

time
one's

and
pre

commitment

harmoniously on earth, of Being'

appropri learn to

'within

to hear

and goals. perceptions of ways exists along a continuum "Staying with" to its most extreme form, it could of being. Taken a capacity most with associated involve often "enlightenment", the self in order "staying with"
involve engaging

conceived

and understand (249). Understanding a very mands This kind

the

language

(Logos)

of Being"

the kind of complete emptying of to be present to the other. However, could

an

itself de of being the "language" focused and active kind of attention. to perceive below the of things, to the very heart of aims

also, at amore
active and

quotidian

level, through

conscious

openness

of attending

to the situation basic behaviours

at hand.

surface of appearance To attend in this way their meanings. requires an as as well openness of heart acuity. It also perceptual a certain psychological that of demands capacity, self-concerns allowing encounter. This kind aspect of "staying with" detail. In "staying with", must to "take a backseat" is the in the second in more of withdrawal

It could be enacted as: such

Inquiring of the various stake holder groups and really listening to their concerns and the their con and emotions behind assumptions
cerns,

I'd like to explore

Seeking of the
brought

to understand situation
you to the

more

and which
current

fully the history factors have terrain inherent to as

paradoxically other, that they suspend

egger refers to this as

is attending the person who so to the attention much pay their sense of self. Heid
and he suggests

state,

Exploring a situation within both

well

the

emotional and

"presencing",

negative
as more

and hard
pleasant ones,

open remaining to hold emotions

the "Being of Beings" that through such presencing, comes 1971: 151). into manifestation (Heidegger describes this Zimmerman (2000) capacity:
"such sing', 'presensing', or a clearing paradoxically, or opening requires in which an to 'absen occur

Being chance
on the

to intuitive open encounters which

situation,

insights, might

dreams, shed light the it,

(251). In other words, the way kind of "staying with"

self-concerns suspended. with" another, are absent, In the most we must

Creating situation;
having

new

ways
draw

rewriting

of conceptualizing it as a story, drawing

it.

others

of being which enables this to occur is one in which

or at least to own temporarily really "stay

practical let go of

sense, our

In other words, is concerned with the leader who a given or to his her capacity "stay with" developing can a situation build this in number of ways. At a basic level, consciously to conclusions, to remain and instead work jumping the leader might open and inquiring. Alternatively, or to meditation other practice begin consciously reflexive the leader could practice attending more to his or her habits of judging and

interpre

ments,

analyses, importantly, judg in order to be fully available. Through this can the other reveal aspects of him quality of openness, or herself which might otherwise remain hidden.

tations,

and most

our

much

to This way of being could be seen as antithetical as effective is proposed of what leadership In much literature about leadership, the practice. leader is the person who influences (Burns 1978;

in order to build the capacity to disciplines in away which with" the other enables him or "stay to her the meanings behind the sur really perceive face appearance of difficult situations.

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94 D. a kind of attitude then promotes "Staying with", is open the other, which and receptive and essential to "coming into right relationship". This itself in an embodied way of being communicates to fashion, through the leader's "comportment".

Ladkin and Galapagos tortoises. Their way spider monkeys, fit into the spaces shaped by the animals' of moving awareness. 1999: 128) (Cheney Cheney goes on ethical appropriate the way we the most crucial that in arriving suggest ? our decisions comportment enter the arena of such decisions, may to at be

Comportment In his essay, The Essence of Truth (2002) Heidegger about his notion of "comport extensively
He asserts that comportment is a way of

writes
ment".

"fit". This way orientation by an "ethical-epistemological Cheney, to attentiveness" This entails (2002: 6). assuming the other with whom we relate has a valid and important and comporting in such a way ourselves viewpoint, that enables back

aspect of finding a correct relational to of being is characterized according

"standing open to beings", a way of holding oneself is essential to dwelling in relation to the other which on He elaborates this, writing: (122).
Every open relatedness is a comportment. Man's

to emerge. Referring that viewpoint to Heidegger, this "dwelling" type of com to would be characterized portment by a desire ? a "free" the other to be most themselves fully
comportment which cares and preserves the essen

open
and

stance varies depending

the way all region they stand of action within are and and comportment. and which how they capable

on the kind of beings

All working keep with can within regard and an to

tialness of the other. neces This is not to say that ethical engagement ? sitates dismissing one's own views in fact, dwelling on the part of all of those requires active engagement
involved in a given situation or circumstance.

achieving, open what their

calculation, beings, are

become

of being

take properly said. (122)

to Heidegger then, the way one com According is for oneself essential ports creating a space wherein can as they truly are. This reveal themselves things "sparing" things to be as they truly are enables them to be free in a way which is central to his idea of "care". Perhaps this concept might best be illustrated by a story recounted
wise writes about the

Dwelling To

as active

engagement I'll draw again from Con in which Heidegger

illustrate

this point,

cerning writes:
...to

the Essence

of Truth

by Cheney
centrality of

(1999)
"how

who
one

like
orients let things but be ? does the beings. to be preservation, beings To which open let be in each not opposite. On the refer To other only to indifference engage oneself this rather with is not neglect let be hand, as or is to to the

oneself ethical

vis-?-vis

the other" them. recounts three

as key the

in establishing of a in

relations with (1999) observing

a programme

Cheney journalist
producing

experience sets of people engaged

about chimpanzees

be mere ning

sure,

understood

management, of the out.

who

and tending, case encountered to to let beings

plan or be oneself which as

sign language. The journalist quickly in the people found herself much more interested than the chimps. The actors, for instance, who were in to make the programme, swanned in and brought had learned out without scientists who with interest in the chimps. The taking much had worked with the chimps engaged but in a somewhat distanced way. But

sought the with every

beings the being

they

that is, are means and stand, its

engage into that

region comes to

openness

bringing

openness,

as it were, One

along with

itself (2002: 125). this

them, the carers and the chimps the relationship between as the journalist observed:The was different, han a soft, acute, 360 in with dlers, I noticed, walked
degree awareness; they were receptively establish

of interpretation is Heidegger promoting

that passage suggests a high degree of transpar informed by "letting be". ency within relationships The self must also be open, in order to engage with
the openness of the other. This may seem a na?ve or

unrealistic all politics

However,

stance often

of and relationships ing... acknowledgement of the several hundred pumas, wolves,

with

in light play within

there are

of
at

the

role
two

power

and

organizational
least

settings.
aspects of

chimps,

perhaps

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When this kind of engagement

organizational realities.

Deontology

and Utilitarianism inform

Aren't Enough had been

95 the

which

can helpfully

itself. of "engagement" of The kind engage requires engagement. Dwelling ment characterized and open com by staying with that more is different from portment typically it is still very much associated with leading. However, an engaged way of being. Heidegger makes the point that building and dwelling
and as

The first is the importance

ideal supplier, often going out of their way to supply parts at the lastminute and also to alter their own production process to better suit Vimex's needs. For Jake, taking the business, which he knew Sadie Co relied on, away, was akin to "kicking a man when he was something Jake was loathe sense of empathy for Max, that sense of care was,
his own company's needs.

Sadie Co

already down", to do. Jake had a strong and at this point in time outweighing

are necessarily
are related is all we as two as end have

entwined:

in Jake's mind,

Dwelling However, take an same view

building as long and has

and means. in mind, we

this

dwelling idea that by

building something

separate in

activities, at the our itself

to "Staying With", Turning Jake considered It what he actually knew situation. about Max's turned out to be fairly little. Much of what he as sumed was relationship business. Jake decided to "lay his cards on Max business
situation.

correct schema For

it. Yet we block

time of the

the means-end relations.

hearsay. Although had never gone

essential

building

is in

already to dwell

their Jake liked Max, bounds the of beyond to arrange a meeting with the table" in terms of his into Max's also to inquire

(1971: 146).

comes about through For Heidegger, then, dwelling One can't the active of building. engagement "dwell" by thinking about it. Likewise, ethical acts by dwelling require active engagement a it touches, with situation and the people rather than thinking about it from a distanced viewpoint. informed Dwelling ing and jective
cannot

concerns,

but

to find a into the meeting Jake went truly wanting ease the pressure on Sadie Co, solution which would as well as enable Vimex to get the reliability they wanted ing what in terms of supplying parts, without that solution might be. He decided know to open

requires

the richness which

response involvement subjective apprehension

occur.

of subjective know can only occur through with. Without such sub into right relation"

the conversation he himself was

about the pressures by telling Max at to the increase in Vimex due facing encouraged Max his own personal the conversation to the personal terms of his wife's to speak frankly and professional Max discov difficulties Max

"coming

faulty parts. He with him about

"solutions" Secondly, resulting from this kind of are approach necessarily emergent. For how can the be known forward of before the process way an to A leader find engagement begins? striving amulti-dimensional ethical way forward within and situation will learn far more of the multi-stakeholder nuances and textures of the territory through it. Through so, completely engaging with doing novel and previously unimagined paths could un to be influ if the leader is willing fold, especially enced by emerging In and insights perspectives. order to explore how this might work in practice, I'll return to Jake's difficulty at Vimex. do to point of view, Jake wanted to could rather than everything help Max, cause him further distress. Over the 5 years that From he had been a relational

situations. Through ered that in addition was

in illness, a key facing member of staff had also left the company and Max was having trouble filling the post. The manager who
Vimex's

had

left had been

components.

responsible

for overseeing

A member

solution of

6 months staff member

an

a Vimex would second emerged. its staff to Sadie Co for a period of to help get over the period until a new was found. This would
restructure had meant

help Vimex,
that one

as
or

organisational

over a staff members needed redeployment short period of time. This member of staff would look over Vimex's supply in particular, and also learn as much about Sadie Co as possible, in order to discover tween other ways the two firms. synergies could be found be

two

Vimex

engaged with Sadie Co, Jake had to like and to respect the way he was Max, grown his the recent troubles, company. Until running

* * *

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96 D. The nature of the such an approach

Ladkin Practical The

leading

implications

implies Using
decisions

dwelling
as a

as a basis from which

leader requires a

to make of the

ethical

approach suggested here aims to help leaders into contextual develop sensitivity in order to move relation" evoke with those process answers of "dwelling" does not provide ready-made to the ethical conundrums faced by leaders, but their ethical people sensitivities. or The situations

re-conceptualisation

of

leading canon suggests

itself. Whereas leaders of

much enact knowing,

their to one

leadership roles from

"right which

omnipotent necessitates

approach side and "knowing" trusting that good ways forward will emerge through interactions with those involved open and engaged putting in the different leading: In practicing the leader with", "staying attends to the present and the factors which have shaped that present rather than focusing his or her energies solely on the future. This noticing of the through
gleaned.

positions

this

rather suggests aspects of the situation which should over to in actions. be attended deliberating possible Its contribution is a process in which organisational levels of "inten leaders might engage (at various to at in arrive order decisions and actions sity") which best fit the given circumstance. In summary, I am suggesting that a process based a situation in dwelling encourages "staying with"
than rushing to a solution, comporting oneself

situation.

In fact, it requires at least three in thinking about the notion of adjustments

rather

in a way worldview, to one's can foster

concern.

of the present situation given that, new

enables to be

new

contours and to be

that expresses care for the other and their full recourse and engaging actively with Such an approach subjective experience. surprising resolutions to issues of ethical

revealed

understanding as well out or her

The ing, which

leader and will

is influenced actively him seeks

as influenc information to understand their com that they

in many ways, particularly is demanding Dwelling to the extent that it challenges leaders to embody are antithetical to much of the vast behaviours which canon
nature,

help the situation more

of

"leadership"

theory
pace

and practice.
and time.

By
"Dwell

its

portment, are willing others' ways

understanding

they suggest to be moved of being

of a given

fully. Through to others and

situation.

it requires

a certain

influenced

in the world

by and their a clear or of

to how ing" cannot be rushed. This is in opposition to be. of organisational life is perceived much as a of foundational with" way being "Staying
confronts as "time organisational is money" and cultures "efficiency run to mantras counts". such Over

The vision

leader of but
a emerges.

is not the

to have required course of action "right" through

a which space to "fits" be the

worked
with"

and harassed

leaders will

feel

there

is "no "staying

decision,
engagement, wherein tion

instead,
enables

a process
created situa

time" for the kind of listening

requires.

and inquiring

resolution

one of the capabilities of a leader which However, most theories support is the importance of the ability to context. This capacity to respond appropriately over time, be developed kind of attending. Knowing particular is going on in an organisation what can only business decisions, Furthermore and through a enough about

of implications important Perhaps one of the most such a stance relates to the leader's relationship with to participate In order in this way, the power. suspend positional a way that enables him or her In practical with the emergent process. genuinely such
terms, one's this position requires without relaxing control, it, contributing and surren advocating

leader must

or

role

in power to engage

good let alone good ethical ones, takes of of view the point from time. to know time effective getting leadership, spending and its context should probably be a the organisation When compared key "leadership" pre-occupation. to the costs could of "fixing" have been downstream avoided difficulties more through

to make

dering
is

to a sense of the larger process

in which

one

engaged.

which

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When Deontology

and Utilitarianism

Aren't Enough

97

appears thorough reading of context, "staying with" to be a valuable organisational capability. caused by the Along with the practical difficulties time a dwelling approach requires, its enactment also seems to contradict much of what is taken for the suggestion that leading. Certainly, granted as well the leader needs to be able to BE influenced, to as influence, heroic stands in opposition many a growing ideals of leadership. However, body of about literature more offers alternative models of of leadership aligned both to the needs contemporary Such of "dwelling". offered

to many who of the leaders I meet, to needs balance struggle competing organisational the leader's which don't always take into account own desire to act with personal integrity. Finally, as important an approach
gaged processes,

informed
dwelling

by of

emergence
can enable

through
new,

en

creative

outcomes

leaders coming into right own relation with both their deeply held values, and others affected by their decisions.

as a result

by and Greenleaf others, (1977) Spears (1995) among (1996) and suggested by Pollard "quiet leadership", and Aditya distributed (House 1997). leadership These that leaders do not theories, which recognise hold all of the answers, that much of the knowledge can be made is decisions effective upon which and that within the organisation, held collectively recognise ethical relations could, to be I believe, described ethical at the heart be enhanced here. dilemmas from a of by leadership practice, the practice of dwelling Finally, approaching

and to the process organisations, "servant theories include leadership",

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