The authors argue that most unethical behaviour isn't the result of "bad people" doing bad things, but rather "good people" being unaware of the psychological biases that cloud their judgment.
This occurs when the ethical aspects of a decision disappear from view, often because they are masked by "business" goals, "legal" requirements, or "efficiency" metrics.
Just as we have limits on our cognitive abilities (bounded rationality), we have psychological limits that prevent us from seeing the ethical dimensions of our choices. Blind Spots: Why We Fail to Do What's Right and...
This book, by Max H. Bazerman and Ann E. Tenbrunsel , explores the gap between how we think we will behave in ethical situations and how we actually behave when the pressure is on.
We have a tendency to overlook the unethical behaviour of others when it is in our interest to remain ignorant (e.g., a manager ignoring a top salesperson's shady tactics). The authors argue that most unethical behaviour isn't
Instead of assuming we are perfectly ethical, we should acknowledge our biases so we can actively guard against them.
The authors suggest that to improve ethical outcomes, we shouldn't just "try harder." Instead, we need to: This book, by Max H
Organizations should audit their incentive structures. If you reward only the "bottom line," you are architecting an environment where ethical blind spots flourish.