From Yale to jail. Why good managers make …...Why good managers make unethical decisions Guido...
Transcript of From Yale to jail. Why good managers make …...Why good managers make unethical decisions Guido...
Docorporatecriminalslooklikethisguy?
MartinShkreli,hedgefundmanagerandpharma CEO
«Idon’t mean tobe presumptuous,butIlikenmyself totherobber barons«
Doesyourt-shirtinfluenceyourcolleagues’morality?
Gino, F., Ayal, S. & Ariely, D. 2009. Contagion and Differentiation in Unethical Behavior. The Effect of One Bad Apple on the Barrel. Psychological Science, 20 (3): 393-398
Doyou remember your visit inDisneyland?
Loftus, E. (2003) Our changeable memories: Legal and practical implications. Nature Review Neuroscience 4(3): 231–234.
Notseeingthedilemma–becomingethicallyblind
Weperceivetheworldthroughafilter
slipperyslopeofincrementalchangetime
Proximalcontext:Organizationalpressure
Proximalcontext:Situationalpressure
EthicalBlindness
Becomingethicallyblind– step1
1.Weperceivetheworldthroughafilter
slippery slope of incremental changetime
Proximal context: Organizational pressure
Proximal context: Situational pressure
EthicalBlindness
Becomingethicallyblind– step2
1. We perceive the world through a filter
slippery slope of incremental changetime
2.Proximalcontext:Organizationalpressure
Proximal context: Situational pressure
EthicalBlindness
SometestimonialsofWellsFargoemployees
“Everyhourwewerethere,itwas:Howareyournumbers?Howareyournumbers?Whereareyouat?”RuthLandaverde
“Ihadmanagersyellingatme,thesalespressurewasunbearable.”SabrinaBertrand
“Managersdiscusseddailysalestargetsfourtimesaday,at11am,1pm,3pmand5pm."anonymousemployee
"Theyruinedmylife"BillBado
“Istartedtohaveextremephysicalstress-relatedsymptomsaswellasrandompanicattacks.”AngiePayden
“TherewerenumerousdayswhereIwouldhideinthemen’sbathroomcrying.”ScottT.
“Thelastthreemonthswerehell.EventhoughIwasreachingmysalesgoals,itwasnotenoughforthem.”Dennise C.
“IstartedlosingsleepandgotnauseouseverySundaynightoverthestartofthenextworkweek.”Ashlie Storms
Creating thecorporate tunnelvision– some ingredients
unrealistictargets
+
one-dimensionalhighlyindividualizedincentives
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aggressivelanguageandcompetition
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ambivalentmessages
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humiliatingperformanceevaluation
FEAR
AlectureofFrancescoStarace,CEOofENELtostudentsofLUISSBusinessSchool
Forasuccessfulchangeprocess,youhaveto...
• ...“physicallydestroythepowercenterswhichyouwanttochange.”
• ...“creatediscomfortinsidethosecenters.”
• ...“hitthosepeoplewhoopposethechangeinthemostvulgarwaysothatyoupromotefear.”
InthecourtroominJerusalem,AdolfEichmannwasasked:
"Wasithardforyoutosendthesetensofthousandsofpeopletotheirdeath?"Eichmann'sanswer:
"Totellyouthetruth,itwaseasy.Ourlanguagemadeiteasy."
Becomingethicallyblind– step3
1. We perceive the world through a filter
slippery slope of incremental changetime
2. Proximal context: Organizational pressure
3.Proximalcontext:Situationalpressure
EthicalBlindness
Some experiments onthepowerofsituations
Milgram’s experiment onauthority pressure
Asch’s experiment ongrouppressure
Darley &Batson’s experimentontimepressure
Zimbardo’s experimentonrole pressure
Becoming ethically blind – step 4
1. We perceive the world through a filter
4.slippery slope ofincremental changetime
2. Proximal context: Organizational pressure
3. Proximal context: Situational pressure
EthicalBlindness