Sustainable Action and Motivation proposes individual competencies and institutional policies that can help overcome the motivational hurdles that hamper sustainable action.
Sustainable Action and Motivation proposes individual competencies and institutional policies that can help overcome the motivational hurdles that hamper sustainable action.
Roland Mees studied fundamental mathematics at Utrecht University, business administration at the Rotterdam School of Management (Erasmus University), and philosophy in business at Utrecht University. Alongside his full-time job at ING, he obtained his PhD in 2017 at the Ethics Institute of Utrecht University, where he is an affiliated researcher. Mees is a director of Sustainable Finance at ING, based in Amsterdam, The Netherlands.
Inhaltsangabe
Preface Introduction Part I Problem, Method, and Case Material Chapter 1 The Problem with Motivation for Sustainable Action 1.1 Sustainable Action - "What's in it for me?" 1.2 Understanding Sustainability and Sustainable Action 1.3 The Need for a Philosophy of Motivation for Sustainable Action 1.4 Meta-Ethics and the Problem with Motivation 1.5 The Problem with Motivation for Sustainable Action Chapter 2 Methodological Considerations 2.1 Introduction 2.2 Collective, Institutional and Individual Responsibility 2.3 What We Can Learn from Psychology and its Methods 2.4 The Method of Investigating Motivation for Sustainable Action 2.5 The Rubicon Model of Action Phases Chapter 3 The Case Study Material 3.1 Introduction 3.2 The Semi-Vegetarian 3.3 The Doctor Without Borders 3.4 The "Power Grid Rebels" 3.5 The Purchase Manager 3.6 The Credit Restructuring Officer 3.7 Programme of Part II Part II A Conceptual-Phenomenological Analysis of the Rubicon Action Phases Chapter 4 Motivational Challenges in the Deliberative Phase 4.1 Introduction 4.2 Exploring the Deliberative Phase 4.3 Sustainable Action and Common-Sense Morality 4.4 Sustainable Action and Practical Self-Understanding 4.5 Overview and Diagnosis Chapter 5 Motivational Challenges in the Commitment Phase 5.1 Introduction 5.2 Exploring the Commitment Phase 5.3 The Need for Planning 5.4 The Belief that One will Follow Through 5.5 Commitment and Recognition 5.6 Overview and Diagnosis Chapter 6 Motivational Challenges in the Executive Phase 6.1 Introduction 6.2 Reconsidering One's Intentions and Plans 6.3 Social Cooperation and Philosophy of Action 6.4 Self-Efficacy and Self-Control 6.5 Sustainable Action and Practical Identity 6.6 Overview and Diagnosis Part III Pathways for Individuals, Institutions and Humanity Chapter 7 Pathways for Individual Agents and Institutions 7.1 Introduction 7.2 Pathways for the Individual Agent 7.3 Pathways for Institutions 7.4 The Need for a Second-Order Commitment Chapter 8 8.1 Introduction 8.2 A Bank as a Nexus of Legal and Ethical Relationships 8.3 Challenges Involving One's Commitment to a Sustainable Policy 8.4 Sustainable Action and Potential Change in the Banking Sector Chapter 9 Moral Corruption and the Pathway for Humanity 9.1 Introduction 9.2 'Humanity' and Gardiner's Concept of Moral Corruption 9.3 Moral Corruption Based on the Descriptive Diagnosis 9.4 Moral Corruption and Our Self-Constitution as Agents 9.5 Consequences of Moral Corruption for Our Integrity 9.6 Two Kinds of Commitment to Take up Humanity's Challenge Concluding Reflections References
Preface Introduction Part I Problem, Method, and Case Material Chapter 1 The Problem with Motivation for Sustainable Action 1.1 Sustainable Action - "What's in it for me?" 1.2 Understanding Sustainability and Sustainable Action 1.3 The Need for a Philosophy of Motivation for Sustainable Action 1.4 Meta-Ethics and the Problem with Motivation 1.5 The Problem with Motivation for Sustainable Action Chapter 2 Methodological Considerations 2.1 Introduction 2.2 Collective, Institutional and Individual Responsibility 2.3 What We Can Learn from Psychology and its Methods 2.4 The Method of Investigating Motivation for Sustainable Action 2.5 The Rubicon Model of Action Phases Chapter 3 The Case Study Material 3.1 Introduction 3.2 The Semi-Vegetarian 3.3 The Doctor Without Borders 3.4 The "Power Grid Rebels" 3.5 The Purchase Manager 3.6 The Credit Restructuring Officer 3.7 Programme of Part II Part II A Conceptual-Phenomenological Analysis of the Rubicon Action Phases Chapter 4 Motivational Challenges in the Deliberative Phase 4.1 Introduction 4.2 Exploring the Deliberative Phase 4.3 Sustainable Action and Common-Sense Morality 4.4 Sustainable Action and Practical Self-Understanding 4.5 Overview and Diagnosis Chapter 5 Motivational Challenges in the Commitment Phase 5.1 Introduction 5.2 Exploring the Commitment Phase 5.3 The Need for Planning 5.4 The Belief that One will Follow Through 5.5 Commitment and Recognition 5.6 Overview and Diagnosis Chapter 6 Motivational Challenges in the Executive Phase 6.1 Introduction 6.2 Reconsidering One's Intentions and Plans 6.3 Social Cooperation and Philosophy of Action 6.4 Self-Efficacy and Self-Control 6.5 Sustainable Action and Practical Identity 6.6 Overview and Diagnosis Part III Pathways for Individuals, Institutions and Humanity Chapter 7 Pathways for Individual Agents and Institutions 7.1 Introduction 7.2 Pathways for the Individual Agent 7.3 Pathways for Institutions 7.4 The Need for a Second-Order Commitment Chapter 8 8.1 Introduction 8.2 A Bank as a Nexus of Legal and Ethical Relationships 8.3 Challenges Involving One's Commitment to a Sustainable Policy 8.4 Sustainable Action and Potential Change in the Banking Sector Chapter 9 Moral Corruption and the Pathway for Humanity 9.1 Introduction 9.2 'Humanity' and Gardiner's Concept of Moral Corruption 9.3 Moral Corruption Based on the Descriptive Diagnosis 9.4 Moral Corruption and Our Self-Constitution as Agents 9.5 Consequences of Moral Corruption for Our Integrity 9.6 Two Kinds of Commitment to Take up Humanity's Challenge Concluding Reflections References
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