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.
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...
The authors suggest that to improve ethical outcomes, we shouldn't just "try harder." Instead, we need to: The authors argue that most unethical behaviour isn't
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. We hold people less accountable for unethical actions
We hold people less accountable for unethical actions when they are carried out through third parties or "outsourced." How to Close the Gap
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 behaviour of others when it is in our interest to remain ignorant (e.g., a manager ignoring a top salesperson's shady tactics).