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).
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.
The authors suggest that to improve ethical outcomes, we shouldn't just "try harder." Instead, we need to: 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.
Organizations should audit their incentive structures. If you reward only the "bottom line," you are architecting an environment where ethical blind spots flourish. We have a tendency to overlook the unethical
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.
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. Bazerman and Ann E
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.