While discussion at such meetings tended to reflect CMR and sometimes PrCM, the facilitators envisaged a gradual progression in the direction of PoMR (Higgins 1991; Kohlberg 1985; Kohlberg and Higgins 1987).
Proposition 7: Organizations that embrace a developmental process of FMG involving moral enquiry and dialogue over several years will tend to shift their OME towards PoMR.
Such open dialogue would give rise to fresh insights into moral dilemmas facing the organization, thus encouraging PoMR in policy decisions and revealing the ethical ramifications of organizational policies and operations.
Proposition 10: The more MA entails critical trust, the more OME will shift towards PoMR, with a corresponding general tendency to reduce ethically dysfunctional outcomes.
Proposition 13: Emphasis on the DIS of critical self-reflection will shift OME towards PoMR and, over time, generally reduce ethically dysfunctional outcomes.
Proposition 16: The more MBNS emphasizes PoMR, the greater the tendency to reduce all ethically dysfunctional outcomes.
When COTS is based on PoMR, top managers seek to meet social responsibilities beyond legal and contractual duties.
Proposition 18: The more COTS emphasizes CMR and PoMR, the lesser the tendency to perpetuate ethically dysfunctional practices.
Proposition 19: The more COTS emphasizes PoMR, the greater the tendency actively to reduce ethically dysfunctional outcomes.