In our society, sustainability has emerged as a major concept in our daily lives and activities, e.g. from reducing the environmental impact of our foods to corporate social responsibility in doing business, and social impact of our activities. The original idea of sustainability was to address human development within social, ecological, and economic boundaries. Nowadays, however, sustainability is more and more extended to other areas of our lives, including aspects of a good life and well-being. The aim here was to compare sustainability, a good life, and well-being and determine their overlap, differentiations, and indefinite or undecided overlap when considering the original definitions. Following from the definition of sustainability, a good life, and well-being, I analyze the overlap, differentiations, and indefinite overlap of these concepts. With this comparison, I show that sustainability is clearly adapting to include more aspects of a good life and well-being (approximately 26% overlap), but is limited to do so from its original definition. I conclude that overlap between concepts exists and by being relatively different they are fundamentally supportive to one another and need to be applied accordingly to further support sustainable development.
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Artificial intelligence-driven technology increasingly shapes work practices and, accordingly, employees’ opportunities for meaningful work (MW). In our paper, we identify five dimensions of MW: pursuing a purpose, social relationships, exercising skills and self-development, autonomy, self-esteem and recognition. Because MW is an important good, lacking opportunities for MW is a serious disadvantage. Therefore, we need to know to what extent employers have a duty to provide this good to their employees. We hold that employers have a duty of beneficence to design for opportunities for MW when implementing AI-technology in the workplace. We argue that this duty of beneficence is supported by the three major ethical theories, namely, Kantian ethics, consequentialism, and virtue ethics. We defend this duty against two objections, including the view that it is incompatible with the shareholder theory of the firm. We then employ the five dimensions of MW as our analytical lens to investigate how AI-based technological innovation in logistic warehouses has an impact, both positively and negatively, on MW, and illustrate that design for MW is feasible. We further support this practical feasibility with the help of insights from organizational psychology. We end by discussing how AI-based technology has an impact both on meaningful work (often seen as an aspirational goal) and decent work (generally seen as a matter of justice). Accordingly, ethical reflection on meaningful and decent work should become more integrated to do justice to how AI-technology inevitably shapes both simultaneously.
A rational choice of partner would end in abandonment as soon as even a slightly 'better ' partner appears. As a result, nothing could be built together, while collaboration is exactly what people are good at, for better or for worse. Virtues such as love and loyalty and feelings such as passion and jealousy play a much more important and evolutionarily entrenched role than rationality. When trying to understand our world in exceptional crisis situations, we have to keep this in mind. However, this turns out to be extremely complicated and, paradoxically, requires well-implemented rationality.
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