Blind Spots: Why We Fail To Do What's Right And... [FAST]

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

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...

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. Instead of assuming we are perfectly ethical, we

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

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.

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.

Recognize that you will be tempted in the moment and set "pre-commitment" strategies.