When is it ok not to
worry about a corporate board or management exploiting an institutional
conflict-of-interest? I contend in another essay that the very structure of an
institutional (i.e., based on the relationships of positions and/or
organizations) is inherently unethical, hence even if not actively exploited.
Here, I delve into factors that may reduce the likelihood of such a conflict
being exploited. I suspect that most folks assume that the presence of such
mitigating factors means that a particular conflict-of-interest is not, therefore,
inherently unethical. This convenient assumption may be all too easy to make,
given that it removes any need ethically-speaking to reorganize positions and
roles in an organization and the relationships between organizations.
The full essay is at Institutional Conflicts of Interest, available in print and as an ebook at Amazon.
