Giving Voice To Values

In her opening sections, Gentile establishes the need for practical tools, preparation, and action to help individuals effectively voice and act on their values in the workplace, moving beyond mere ethical awareness and analysis. One of the most prominent devices in her argument is her use of narrative examples and anecdotes to immediately ground the discussion in real-world relevance. For instance, Gentile begins the Preface by referencing President Obama’s 2009 Inaugural Address and his call for an “era of responsibility” (ix), which sets the tone for the book’s focus on values-driven leadership. This use of a widely recognized public figure serves not only to connect her message with a contemporary issue—the economic downturn—but also to anchor her argument in a broader societal context.

Personal anecdotes play a significant role in Gentile’s approach. In the introduction, she narrates the personal story of her entry into the Harvard Business School, where she experienced “culture shock” at the clarity of purpose and confidence in business settings compared to the intellectual angst in the humanities. This anecdote personalizes her narrative, sharing a part of herself with the reader, while also contrasting two intellectual worlds—one driven by action and the other by analysis. Through this personal reflection, Gentile underscores her thesis: action, not just analysis, is essential for voicing values in business. The juxtaposition of these two cultures demonstrates her view that the traditional methods of teaching business ethics—rooted in analysis—are insufficient, and why a new action-oriented approach is necessary.

Gentile employs wide-ranging references and research from a variety of contexts to emphasize practical ways of Overcoming the Barriers to Ethical Action. By invoking well-known theories of ethical reasoning, such as utilitarianism, deontology, and consequentialism, she taps into established intellectual traditions to support her argument. She critiques these models for being too theoretical and detached from the realities of business practice—a critique she illustrates through the anecdote of the CEO interviewing a recent MBA graduate, where the student claims ethics education taught him how to justify any decision through various ethical models. This story highlights one of Gentile’s core points: that traditional business ethics education focuses too much on theoretical analysis and not enough on practical action. The use of specific examples like the CEO’s anecdote and Chuck Prince’s statement about Citigroup in the Preface— “As long as the music is playing, you’ve got to get up and dance” (xii)—enhances the persuasive power of her argument. These anecdotes illustrate the real-world consequences of ethical lapses in business and help the reader see the limitations of a purely analytical approach to ethics. Additionally, in the Introduction, she references Robert Kane’s work to highlight the complexity of ethical decision-making, particularly in “right versus right” (xxv) dilemmas. Integrating external voices fortifies her position, while also acknowledging the multifaceted nature of ethical conflicts.

Gentile highlights The Importance of Preparation and Rehearsal in Effective Values-Driven Leadership by presenting a clear framework that stresses the need for creating scripts and practicing them. This practical, step-by-step approach contrasts with the traditional focus on ethical dilemmas, which often leaves individuals feeling overwhelmed or powerless. Her method emphasizes action over analysis, which is reflected in her criticism of existing business ethics training for fostering “ethics fatigue” through complex, gray-area case studies. By focusing on concrete, actionable steps—what to say, to whom, and how—Gentile presents a pragmatic approach designed to empower individuals in their everyday roles, not just hypothetical situations.

Gentile’s deliberate use of framing steers the discussion away from theoretical ethics and focuses on Practical Strategies for Ethical Advocacy in the Workplace. By centering “post-decision making” (xxxii), she transitions the discussion from abstract ethical debates to real-world scenarios where individuals have already determined what is right and need strategies for execution. This framing device remains essential to her methodology, as it redefines success in ethical decision-making—not as perfect outcomes but as the act of voicing values. This shift from result-oriented thinking to process-oriented action empowers readers and managers to act even when the path is unclear, or success seems elusive.

Gentile also employs repetition and rhetorical questioning to reinforce key ideas and provoke deeper reflection. For instance, she repeatedly emphasizes the need for preparation, practice, and scripting, signaling these three concepts to the reader as the pillars of her framework. Her use of rhetorical questions in the Introduction, such as “What if we were going to act on our values—what would we say and do?” (xxxvi) invites readers to envision themselves in practical situations where they must articulate and defend their values. This technique aligns with her overall goal of empowering individuals to practice voicing their values in advance.

Through the Introduction, Gentile’s tone reflects a balance of optimism and pragmatism. While she acknowledges the risks, complexities, and barriers to acting on values in the workplace, she also instills hope by highlighting that some people do voice their values successfully and that it is possible to mitigate risks through strategic preparation. Her pragmatic tone is underscored by her emphasis on practical tools—such as scripts, practice, and fluency in values-based communication.