Much of the attention of ethics scholars has focused on the balance of self-interest with the interests of others, equating self-interest with profit, or at least on its acquisition, and presenting a dilemma to both companies and the stakeholder groups that socially responsible business practices might serve. We are in significant agreement with Porter and Kramer’s silver bullet to correct decision-making based solely on increasing profit for the firm: the creation of “shared value.” However, we suggest three significant points of deviation from this thesis resulting from our discomfort with features of the mental model(s) that Porter and Kramer use to structure their persuasive argument.