Bystanders to combat the problem of bystanders in

Bystanders are the type of followers who observe from the sidelines and disengage from their leaders and their organizations. They may go along passively when it is in their self-interest to do so but are not motivated to engage (Ferrell et al., 2017).

Summary:

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Considering the lack of motivation is the main cause of the bystander’s behavior, developing a methodology to motivate these followers to appear to be an essential task, which the article “Developing a methodology for the moral education of the active bystander” by Johannessen et al. (2017) defines. In the essence of the solution lays the principles of mutual help and systematic approach, relying on the fact that social behavior, such as bystander’s behavior, is learned. That is why the authors of the article refer to the problem as solvable. The bystanders take risk through their behavior of committing an ethical crime as well as breaking their duty as a Good Samaritan. Based on the sliding scale of deviation, and the varying perception of teaching moral courage, the article presents a five-point methodology to combat the problem of bystanders in any aspect of life.

Discussion:

Bystanders appear everywhere in life, including businesses. The latter are in operations to achieve their goals through the work of the associates led by the leaders, managers,and CEOs. In the environment of leaders and followers, the outcome is almost an equal combination of the input of the work of the leaders and the followers. Even though the different type of followers would have a different impact on the organizational productivity, their participation in the operations is important in the way they contribute to the company overall. Unlike the diehards, participants, and activists, the type of followers called bystanders are not part of the process of development despite their contribution to the operations. These type of people are simply there, observing the action, yet not engaging in it. The passive nature of their actions would benefit themselves as the main issue with their actions is pure lack of motivation to do more than simply observe. Reintegrating the behavior of the bystander in the society is possible by creating the environment favorable for change. In the position that people are nowadays at work, the change can come from anywhere, and as the article defines, through a systematic approach. The main factor is the communication and creating alliances that can rejuvenate the motivation and desire to actually do something not self-serving. The process of self-realization can come before or after the actual outside influence to change and gain motivation. Even if the angle of approach is that of people being afraid to act because they may do something wrong (Johannessen et al., 2017), the encouragement and communication can help to mitigate the fear.

Recreating the atmosphere and changing the behavior and purpose of people help each other cope with their own syndrome of bystanders. Regardless of their position or perception, at some point, they also may be tempted to not do anything. That may be the result of lack of knowledge, fear, or simple lack of motivation to take an action. In some context that passiveness is not evBystanders are the type of followers who observe from the sidelines and disengage from their leaders and their organizations. They may go along passively when it is in their self-interest to do so but are not motivated to engage (Ferrell et al., 2017).

Summary:

Considering the lack of motivation is the main cause of the bystander’s behavior, developing a methodology to motivate these followers to appear to be an essential task, which the article “Developing a methodology for the moral education of the active bystander” by Johannessen et al. (2017) defines. In the essence of the solution lays the principles of mutual help and systematic approach, relying on the fact that social behavior, such as bystander’s behavior, is learned. That is why the authors of the article refer to the problem as solvable. The bystanders take risk through their behavior of committing an ethical crime as well as breaking their duty as a Good Samaritan. Based on the sliding scale of deviation, and the varying perception of teaching moral courage, the article presents a five-point methodology to combat the problem of bystanders in any aspect of life.

Discussion:

Bystanders appear everywhere in life, including businesses. The latter are in operations to achieve their goals through the work of the associates led by the leaders, managers,and CEOs. In the environment of leaders and followers, the outcome is almost an equal combination of the input of the work of the leaders and the followers. Even though the different type of followers would have a different impact on the organizational productivity, their participation in the operations is important in the way they contribute to the company overall. Unlike the diehards, participants, and activists, the type of followers called bystanders are not part of the process of development despite their contribution to the operations. These type of people are simply there, observing the action, yet not engaging in it. The passive nature of their actions would benefit themselves as the main issue with their actions is pure lack of motivation to do more than simply observe. Reintegrating the behavior of the bystander in the society is possible by creating the environment favorable for change. In the position that people are nowadays at work, the change can come from anywhere, and as the article defines, through a systematic approach. The main factor is the communication and creating alliances that can rejuvenate the motivation and desire to actually do something not self-serving. The process of self-realization can come before or after the actual outside influence to change and gain motivation. Even if the angle of approach is that of people being afraid to act because they may do something wrong (Johannessen et al., 2017), the encouragement and communication can help to mitigate the fear.

Recreating the atmosphere and changing the behavior and purpose of people help each other cope with their own syndrome of bystanders. Regardless of their position or perception, at some point, they also may be tempted to not do anything. That may be the result of lack of knowledge, fear, or simple lack of motivation to take an action. In some context that passiveness is not even an option, and as a matter of fact, helping others in some context is the law (Johannessen et al., 2017). That is why, retraining the thinking of bystanders is important in life, not only to help others on the job but in life as well. Many may not see their position from the side, but if they were in someone else’s place and wish other can help, they would soon be able to change their own predisposition to the way they look at the things around them.en an option, and as a matter of fact, helping others in some context is the law (Johannessen et al., 2017). That is why, retraining the thinking of bystanders is important in life, not only to help others on the job but in life as well. Many may not see their position from the side, but if they were in someone else’s place and wish other can help, they would soon be able to change their own predisposition to the way they look at the things around them.