The Hubris of Principle: What Organisational Theory and Neurophysiology Reveal about the Limits of Ethical Principles as Guides to Responsible Action

The aim of using insights from organisational and management theory to build ethics into the norms and practices of public organisations is, from my strictly personal standpoint, both welcome and disconcerting. I welcome it because my own scholarly work has dealt, albeit idiosyncratically, with both of these areas and often directly with the connection between them. That this unusual combination of interests should provide the primary focus for an entire book, and that its sponsors saw fit to invite me, made me especially eager to participate.