Blind Spots: Why We Fail To Do What's Right And... Today

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).

Organizations should audit their incentive structures. If you reward only the "bottom line," you are architecting an environment where ethical blind spots flourish. Blind Spots: Why We Fail to Do What's Right and...

Before a decision, our "should" self (rational and ethical) is in charge. However, at the moment of the decision, the "want" self (impulsive and self-interested) takes over. Afterwards, we use "ethical fading" to justify our actions and maintain our positive self-image. We have a tendency to overlook the unethical

Recognize that you will be tempted in the moment and set "pre-commitment" strategies. Before a decision, our "should" self (rational and

We hold people less accountable for unethical actions when they are carried out through third parties or "outsourced." How to Close the Gap

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.

Instead of assuming we are perfectly ethical, we should acknowledge our biases so we can actively guard against them.