¹ For an early example, see Patricia Werhane, “The Ethics of Health Care as a Business,” Business & Professional Ethics Journal 9 (1991), nos. 3 and 4: 7–20; reprinted in Health Care Ethics: Critical Issues for the 21^st Century, ed. David C. Thomasma and John E. Monagle (Gaithersburg, Md.: Aspen Publishers, 1998), 505–512.

² Weber’s book constitutes an example of the latter.

³ Paul M. Schyve, “Patients Rights and Organization Ethics: The Joint Commission Perspective,” Bioethics Forum 12, no. 2: 13–20.

⁴ The Society for Clinical Ethics, one precursor to today’s American Society for Bioethics and Humanities, was formed in 1986.

⁵ Margarete Arndt and Barbara Bigelow, “Reengineering: Deja Vu All Over Again,” Health Care Management Review 23, no. 3 (Summer 1998): 64.

⁶ See Angela Schneider-O’Connell and David B. McCurdy, “Translating Values into Operational Standards: A Case in Health Care,” in From the Universities to the Marketplace: Proceedings of the Third International Conference Promoting Business Ethics, second of three diskettes (Niagara Falls, N.Y.: Vincentian Universities in the United States, 1996–97).

⁷ In Weber’s book “healthcare” always appears as one word.

⁸ Weber’s maxim also happens to be part of the title of a well-known essay about health care ethics committees and consultation (Howard Brody, “Applied Ethics: Don’t Change the Subject,” in Clinical Ethics: Theory and Practice, ed. B. Hoffmaster, B. Freedman, and F. Raser [Clifton, N.J.: 1990], 183–200).

⁹ See Stanley Joel Reiser, “The Ethical Life of Health Care Organizations,” Hastings Center Report 24, no. 6 (November-December 1994): 28–35.

¹⁰ H. Newton Malony, Living with Paradox: Religious Leadership and the Genius of Double Vision (San Francisco: Jossey-Bass, 1998), 76.

¹¹ Ibid., 84, 86.

¹² Ibid., 1–8.

¹³ On “living with paradox,” Malony cites James Collins and Jerry Porras, Built to Last: Successful Habits of Visionary Companies (New York: HarperCollins, 1994). In analyzing the success of exemplary corporate leaders, these authors claim that the key skill of both- and leadership is not the ability to strike a balance or reach a compromise between the two poles of the paradox; rather it is the ability to value both sides of the paradox, to see the truth of both at the same time—“the skill of double vision” (Malony, p. 7).

¹⁴ John Hasnas, “The Normative Theories of Business Ethics: A Guide for the Perplexed,” Business Ethics Quarterly 8, no. 1 (1998): 19–42.

¹⁵ On this relationship, see Schyve, “Patient Rights and Organization Ethics: The Joint Commission Perspective,” 13–20.

¹⁶ For a vigorous argument for assigning responsibility to individuals and a critique of the concept of organizational responsibility, see Van Rensselaer Potter, “Individuals Bear Responsibility,” Bioethics Forum 12, no. 2 (1996): 27–28.

¹⁷ Kenneth E. Goodpaster and John B. Matthews, Jr., “Can a Corporation Have a Conscience?” Harvard Business Review 60, no. 1 (1982): 132–141.