Abstract

This book presents a new, powerful, and practical way of making final decisions on the hard, complex, uncertain problems of life and work. What if you have looked at the data, talked with trusted colleagues, and applied all the relevant managerial and ethical frameworks, but you still don't know what is right. How should you make your final decision? This crucial question is rarely asked or answered. And some standard answers – follow your moral compass, your conscience, or your values – offer more inspiration than practical guidance. This book argues that, when we make final, hard decisions, we learn what is right by defining – personally – what is right. We find moral clarity by creating it. The book presents a fresh, challenging, and practical perspective on our hardest decisions. It offers a new conceptual approach for teachers and scholars and practical guidance for leaders and managers.