When I purchased Ryan Bisel’s Organizational Moral Learning in 2018, the news cycle was dominated by ethical issues such as the murder of Jamal Khashoggi and ransomware attacks. Today, during a time when ethical puzzles span systemic racial inequities, face mask mandates, and the forced closing of businesses in the interest of public health, a closer examination of ethics within organizations is imperative, and I again found myself reflecting deeply on these issues. My return to ethics is typical behavior, according to Bisel, as most people do not deeply consider ethical dilemmas until a disaster arises. It is this same tendency toward inertia within organizations that Bisel addresses with Organizational Moral Learning. In this book, Bisel argues that current ethics training programs fail to reinforce ethical behavior within organizations, and he unveils a theoretical framework aimed to improve ethics training and discussions in organizations. The investigation of how ethics are taught and implemented in organizations remains timely and critical work, as examples in Organizational Moral Learning reveal how organizations typically incorporate ethics teachings with ineffective results. As Bisel notes,

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书评：组织道德学习：一种沟通方法

当我在 2018 年购买 Ryan Bisel 的组织道德学习时，新闻周期主要是道德问题，例如 Jamal Khashoggi 被谋杀和勒索软件攻击。今天，在道德难题跨越系统性种族不平等、戴口罩以及为了公共卫生利益而被迫关闭企业的时代，对组织内的道德进行更仔细的审查势在必行，我再次发现自己对这些问题进行了深入反思. 根据比塞尔的说法，我回归道德是典型的行为，因为大多数人在灾难发生之前不会深入考虑道德困境。Bisel 在组织道德学习中解决了这种组织内部惰性的倾向。在这本书中，比塞尔认为当前的道德培训计划未能加强组织内的道德行为，他揭示了一个旨在改善组织中的道德培训和讨论的理论框架。关于如何在组织中教授和实施道德规范的调查仍然是及时和关键的工作，因为组织道德学习中的例子揭示了组织通常如何将道德教义纳入无效的结果。正如比塞尔所说，