Herman (2025) argues that decision makers should strive to empathize as fully as possible with parties affected by their decision making, considering parties’ actual beliefs and attitudes when possible. We discuss challenges to decision makers’ abilities to consider parties’ beliefs and attitudes in workplace decision making, specifically, research showing that workers are typically unwilling to share their beliefs and attitudes with managers. Applying our account of Intersubjective Reflection (Scharding and Warren 2023), we propose how a futuristic “Scanlon Machine” could leverage recent advances in artificial intelligence to address these challenges and promote empathetic decision making in organizations.