David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Ezio Di Nucci
Jack Alan Reynolds
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Science and Engineering Ethics 3 (2):171-212 (1997)
This article is concerned with ways better communication between engineers and their managers might help prevent engineers being faced with some of the ethical problems that make up the typical course in engineering ethics. Beginning with observations concerning the Challenger disaster, the article moves on to report results of empirical research on the way technical communication breaks down, or doesn’t break down, between engineers and managers. The article concludes with nine recommendations for organizational change to help prevent communications breakdown.
|Keywords||ethics organizations disaster Challenger managers technology|
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References found in this work BETA
Robert Jackall (1988). Moral Mazes: The World of Corporate Managers. Oxford University Press.
Michael Davis (1989). Explaining Wrongdoing. Journal of Social Philosophy 20 (1-2):74-90.
Citations of this work BETA
Michael Davis (2012). “Ain't No One Here But Us Social Forces”: Constructing the Professional Responsibility of Engineers. [REVIEW] Science and Engineering Ethics 18 (1):13-34.
Christopher Meyers (2004). Institutional Culture and Individual Behavior: Creating an Ethical Environment. Science and Engineering Ethics 10 (2):269-276.
Michael Davis (1997). Is There a Profession of Engineering? Science and Engineering Ethics 3 (4):407-428.
Sarah Kuhn (1998). When Worlds Collide: Engineering Students Encounter Social Aspects of Production. [REVIEW] Science and Engineering Ethics 4 (4):457-472.
Michael Davis (1999). Rhetoric, Technical Writing, and Ethics. Science and Engineering Ethics 5 (4):463-478.
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