Iran is currently experiencing the most important change in its history since the revolution of 1979 and the establishment of the Islamic Republic: The regime in Tehran, traditionally ruled by the Shia clergy, is transforming into a military dictatorship dominated by the officers of the Islamic Revolutionary Guards Corps (IRGC; Sepah-e Pasdaran-e Enqelab-e Eslami). This transformation is changing not only the economy and society in Iran, but also the Islamic Republic’s relations with the United States and its allies.
A superstitious reading of the world based on religion may be harmless at a private level, yet employed as a political tool it can have more sinister implications. As this fascinating book by Ali Rahnema, a distinguished Iranian intellectual, relates, superstition and mystical beliefs have endured and influenced ideology and political strategy in Iran from the founding of the Safavid dynasty in the sixteenth century to the present day. As Rahnema demonstrates through a close reading of the Persian sources and with examples from contemporary Iranian politics, it is this supposed connectedness to the hidden world that has allowed leaders such as Muhammad Reza Shah Pahlavi and Mahmud Ahmadinejad to present themselves and their entourage as representatives of the divine, and their rivals as the embodiment of evil.
Organizational decision-making and ethics have often been treated as different topics. This separation impacts both the ethical quality of decisions and the quality of ethical decisions. Decision analysis provides a wealth of tools that can help decision-makers achieve clarity of action and can capture uncertainty and preferences in decisions with ethical implications. Further, decision analysis provides many insights into decision traps that are relevant to decisions with (and without) ethical implications. Decision analysis also highlights situations where individuals become reluctant to change a course of action because of the sunk cost bias, even if a change is appropriate and even if it has ethical implications. Despite these (and many other) well-known human biases in decision-making, decision analysis has not been fully integrated into the teachings of ethics. On an organizational level, teaching ethics without a focus on decision analysis can render the teachings irrelevant to organizational decisions and can steer the focus towards deterministic reasoning that overlooks uncertainty and ignores a wealth of knowledge on traps, biases, and normative methods for making decisions. This book is written for anybody interested in learning about and researching ethical decision-making. It can be used in classroom discussions that combine ethics and organizational decision-making. It is also particularly relevant for MBA and Executive MBA programs.
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