Practical wisdom: the right way to do the right thing

2011 ◽  
Vol 48 (10) ◽  
pp. 48-5767-48-5767
Author(s):  
Maxwell A. Cameron

To be good citizens or statespersons, we need practical wisdom—the moral skill and will to know how to do the right thing in particular situations. Institutions work best when they cultivate practitioners who have the wisdom and judgment to choose the right aims and pursue them in the best way possible. Practical wisdom can be destroyed, however, when institutions rely too heavily on rules and incentives that encourage people to compete for extrinsic rewards or to avoid punishments. This book focuses on the ethical implications of institutional failures and identifies competitive utility-maximizing as a frequent source of such failures. Practical wisdom is often squeezed out of institutions by the market forces unleashed by neoliberalism. In the political sphere, hyper-partisanship is an expression of excessive competition, and it can undermine the deliberation necessary for a healthy democracy. There is, however, an alternative. A citizens’ democracy would aim at human flourishing. This book calls on social scientists to recognize the ethical foundation of our work, integrate the moral dimension of politics in our analyses, and accord greater attention to first-person perspectives in our ontologies. The cultivation of practical wisdom in politics, work, and everyday life is our best response to the pressures arising from market forces that threaten to destroy institutions and drive human activities toward catastrophic outcomes.


1989 ◽  
Vol 43 (2) ◽  
pp. 35-40 ◽  
Author(s):  
Thomas Doherty

CFA Magazine ◽  
2010 ◽  
Vol 21 (5) ◽  
pp. 13-14
Author(s):  
Crystal Detamore
Keyword(s):  

Author(s):  
Curtis L. Wesley ◽  
Gregory W. Martin ◽  
Darryl B. Rice ◽  
Connor J. Lubojacky

1990 ◽  
Vol 16 (3) ◽  
pp. 327-380
Author(s):  
David A. Hyman

Tax exemption is an ancient, honorable and expensive tradition. Tax exemption for hospitals is all of these three, but it also places in sharp focus a fundamental problem with tax exemption in general. Organizations can retain their tax exemption while changing circumstances or expectations undermine the rationale that led to the exemption in the first place. Hospitals are perhaps the best example of this problem. The dramatic changes in the health care environment have eliminated most of the characteristics of a hospital that originally persuaded the citizenry to grant it an exemption. Hospitals have entered into competition with tax-paying businesses, and have increasingly behaved like competitive actors. Such conduct may well be beneficial, but it does not follow that tax exemption is appropriate. Rather than an undifferentiated subsidy, a shift to focused goals will provide charitable hospitals with the opportunity and incentive to “do the right thing.”


2018 ◽  
Vol 19 (3) ◽  
pp. 102-129 ◽  
Author(s):  
Angela L. Duckworth ◽  
Katherine L. Milkman ◽  
David Laibson

Almost everyone struggles to act in their individual and collective best interests, particularly when doing so requires forgoing a more immediately enjoyable alternative. Other than exhorting decision makers to “do the right thing,” what can policymakers do to reduce overeating, undersaving, procrastination, and other self-defeating behaviors that feel good now but generate larger delayed costs? In this review, we synthesize contemporary research on approaches to reducing failures of self-control. We distinguish between self-deployed and other-deployed strategies and, in addition, between situational and cognitive intervention targets. Collectively, the evidence from both psychological science and economics recommends psychologically informed policies for reducing failures of self-control.


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