ABSTRACT
This chapter examines how ethics is often employed in a very limited rational sense to maintain existing priorities and how a different conception can better meet the needs of both organisations and workers. It considers the implications for managing, organising and caring, while acknowledging some of the challenges that remain when managers 'dare to care'. The chapter reviews the limited ways in which 'ethics' is considered in many mainstream organisations at present, and why a rational economic ethics is not enough to ensure that care is valued as an everyday practice. An ethics of care is particularly well suited to organising contexts insofar as it speaks to the need for action. An ethics of care informed by a matrixial sensitivity requires that a sense of cherishing others be reintroduced into everyday organising, including sites of emotional labour. Care of self and colleagues is recognised as an essential prerequisite for effective emotional labour.
