Gentile uses the term “Disablers” to refer to the internal and external barriers that prevent individuals from acting on their ethical values. These disablers take various forms, such as fear of negative consequences, organizational pressures, rationalizations for unethical behavior, or lack of confidence. Gentile highlights how disablers often create a sense of helplessness or rationalization, leading individuals to compromise their values. For example, she argues that individuals may justify inaction by convincing themselves that their actions won’t make a difference, or they may fear retaliation from superiors or colleagues, underscoring the importance of Overcoming Barriers to Ethical Action. Disablers can also manifest in an organization’s culture, where unethical practices are normalized or rewarded. To overcome disablers, Gentile advocates for building strategies that counteract these obstacles, such as identifying potential rationalizations and preparing responses in advance.

Gentile introduces the term “Enablers” to describe factors that support and empower individuals to act on their ethical values in challenging situations. These enablers can be personal strengths, organizational support systems, or strategies that make it easier for individuals to voice their values. Gentile emphasizes identifying enablers as one of several Practical Strategies for Ethical Advocacy in the Workplace, as they help counter the obstacles—such as fear of retaliation or rationalization—that often prevent people from taking ethical action.