BLIND SPOTS BAZERMAN PDF
Blind Spots: Why We Fail to Do What's Right and What to Do about It. Max H. Bazerman. Ann E. Tenbrunsel. Copyright Date: Edition: STU - Student edition. blind. spots: explaining. unintentional. unethical. behavior. Ovul. Sezer,. Francesca. Gino. and. Max. H. Bazerman. People. view. themselves. as. Bazerman, Max H. / Tenbrunsel, Ann E. Blind Spots. Why We Fail to Do What's Right and What to Do Frontmatter. Pages i-vi. Download PDF. Free Access.
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Blind Spots. Why We Fail to do What's right and What to do about it. Max H. Bazerman &. Ann E. Tenbrunsel. When confronted with an ethical dilemma, most of. Philosophy in Review XXXII (), no. 1 Max H. Bazerman and Ann E. Tenbrunsel Blindspots: Why We Fail to Do What's Right and What to Do About It. II Bozza SB 21 ( 3):Layout 1 23/10/ Pagina 58 SB R ecensioni e segnalazioni max Bazerman and Ann ten- their decisions while ignoring the.
Whenever a problem In addition, research on the widespread phenomenon of escala- was raised that meant a delay on the Pinto, Lee would chomp on his tion of commitment our reluctance to walk away from a chosen cigar, look out the window and say Read the product objectives and course of action shows that those who publicly commit to a deci- get back to work. Iacocca was fond of saying, Safety doesnt sell. You might also pre- ing, an organization will not behave ethically.
But at the same time, commit to your intended ethical choice by sharing it with an having an ethical leader is not sufcient: ndings from the emerg- unbiased individual who you believe to be highly ethical. In doing so, ing eld of Behavioural Ethics suggest that the following less you can induce escalation of commitment and increase the likelihood obvious aspects of unethical behaviour must also be addressed. Hidden-but-powerful informal values.
The informal values 2. Give voice to your should self.
Focusing on the high-level imparted at work play a critical role in employee behaviour. What aspects of a situation is one way to do this.
For example, a group of pressures do employees feel, and why? What ethical challenges do researchers was able to reduce the immediate temptation of eating they face?
What types of decisions does the organization actually a tasty pretzel by refocusing participants attention away from the reward? What qualities characterize those who make it to the top?
They did so by asking who really runs the company which may not necessarily mean the participants to imagine that they were looking at a photograph of CEO. In the later days of Arthur Andersen, it was the consultants a pretzel rather than an actual pretzel.
In a similar manner, when who had the most power, and at Ford during the Pinto era, it was the we are faced with an ethical dilemma, we may be able to give the salespeople: This company is run by salesmen, not engineers; so the should self a stronger voice by focusing on the abstract principles priority is styling, not safety, said one engineer. Identifying these that guide the decision: rather than thinking about the immediate pockets of power can reveal a great deal about an organizations payoff of an unethical choice, think about which values and princi- true values.
If winning consulting business is an accounting rms ples you believe should guide the decision to give your should self penultimate goal, what considerations are being pushed aside to a ghting chance.
If salespeople are running an auto manufacturer, whose Another efcient strategy involves reformulating a dilemma voices are being silenced? Paying attention to what isnt being talked into a choice between two options the ethical choice and the uneth- about within an organization can provide valuable information ical choice, which highlights the fact that by choosing the unethical about informal values, as exemplied in this quote from Barbara option, you are not choosing the ethical one.
In one study, individ- Tofer, a former Arthur Andersen employee: We were supposedly uals who evaluated two options at a time an improvement in air still the guardians of the public trust, but no one ever mentioned quality the should choice and a commodity such as a new printer that.
Everyone did, however, talk about making money all the time. How is unethical behaviour described? More trast, when participants evaluated the options independently of importantly, how is it disguised? For example, when someone is one another, they more often chose the printer. In one labeled as such, it is unlikely that an intervention will be incident, GE pled guilty to defrauding the Pentagon and agreed to attempted, let alone succeed.
The company took responsibility for the behaviour of a former marketing employee who, working with an Ethical sink holes. The difcult task of identifying how informal Israeli Air Force general, helped to divert Pentagon funds to their values differ from desired values can be made easier by identifying personal bank accounts and to Israeli military programs that were characteristics that make misalignment more likely.
We suggest unauthorized by the United States. As a result of these and other paying close attention to three particular characteristics: uncertain- incidents and being shut out of government contracts for six ty, time pressure and isolation. In environments characterized by high uncertainty, individuals may be able to downplay the ethical In closing implications of a decision and, in doing so, become more likely to Once you identify your organizations own sink holes, focus on code the decision as a business decision rather than an ethical one.
Communicating between the want and should self. By introducing the idea that an desired values to these employees and nding ways to make them outcome may not have ethical implications, the want self may be stick will provide the biggest payoff in terms of reforming your able to focus on its own desires, increasing the probability that the organizations informal culture.
In the case of the Ford While we have no way of knowing what ethical challenges you Pinto, focusing on the likelihood that the engines would not com- are facing in your personal and professional life, we do know that bust upon impact faded other possible outcomes including many of us fall short of our own ethical standards.
Applying the lens engine combustion and subsequent loss of life from considera- of Behavioural Ethics, we have identied some of the ways in which tion, allowing the decision to be re-coded as a business rather than you can make choices that better align with your own and your an ethical decision.
In the end, using the tools at our disposal, Time pressure is another likely source of unethical behaviour. The busier and more rushed people are, the more likely they are to rely on automatic System 1 thinking. When confronted with an ethical dilemma, most of us like to think we would stand up for our principles.
But we are not as ethical as we think we are. In Blind Spots , leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be.
Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior.
They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas.
What they claim to do, as the previously quoted passage emphasizes, is offer a kind of corporate self-help book. To some ears, this characterization might sound like a slur. I do not intend it as such. Bazerman and Tenbrunsel, I think, do offer a great deal of useful and intelligent advice to their readers regarding our ethical blind spots— particularly when such blind spots are encouraged or reinforced by institutional structures.
They also introduce some useful concepts for describing some of the processes involved. Bazerman and Tenbrunsel are also very good at emphasizing the way we fail to see the significance ethical and otherwise of our own actions—and they offer meaningful recommendations for avoiding this in institutional settings.
Rather, the authors point out for example how simple shifts in the language of a policy can affect how we respond to that policy; they likewise offer guidance for preventing ethical slippage what the authors call 3 Philosophy in Review XXXII , no.In Judgment Under Uncertainty: influencing behavior. Perspect Psychol Sci , They count a problem that they would have answered correctly, if only they hadnt made a careless mistake; or they count a problem they would have aced if they only had another ten seconds.
To some ears, this characterization might sound like a slur.
Blind Spots: The Roots of Unethical Behaviour in Life and Work
Research shows that cipants massively discriminated based on gender when disclosures of conflicts of interest lead individuals to evaluating one candidate at a time but ignored stereo- perceive biased evaluations as ethically more permissible types and used performance-based indicators when con- .
In this important book, Bazerman and Tenbrunsel show us how we fail to see our own immoral actions in an objective light, and the trouble that this biased view gets us into. Monin B, Jordan AH: The dynamic moral self: a social why individuals and organizations act unethically without their own psychological perspective. But it is unfair to judge a book from one discipline business on the basis of criteria from another philosophy.