Unethical Behavior: Causes and Consequences Recent research completed by Harvard researcher Max Bazerman and University of Notre Dame researcher Ann Tenbrunsel resulted in findings that indicate that although there are "criminally minded people in organizations, most people are good people who behave unethically due to cognitive biases and organizational practices. One outcome of this research is a list of causes of unethical behavior in the organization along with suggested ways for managers to deal with these behaviors. Unfortunately, managers have to deal with the unethical behaviors of their employees on a regular basis. Based on research recently completed by researchers Max Bazerman and Ann Tenbrunsel, a list of causes of unethical behaviors and suggested remedies was complled. Having a basic understanding of what causes these types of behaviors and what to do about them will help future manager's be prepared to deal with these ethical dilemmas when they face them in their careers. Roll over each of the causes of unethical behavior in the list and read the description. Next, click and drag the cause into the correct area in the table Motivated blindness The slipoetry sloge conceived goals Overvaling outcomes Indirect blindness Causes of Unethical Behavior Example Remedy 16-conceived goals Auditors may be more likely to accept a client firm's questionable financial statements i infractions have accrued over time Be alert for even trivial ethical infractions and address them immediately. Investigate whether change in behavior has occurred Overvaluing outcomes A researcher whose fraudulent alin.cal trial Saves les considered more ethical than one whose froulent trial Seads to deaths Examine both good and bad decisions for the ethical implications Reward solid decision processes not just good outcomes The slippery slope The pressure to maximize babe hours in accounting Consulting, and law firms to unconscious paddin Brainstorm unintended consequences when devising goals and incentives Consider alternative goals that may be moremportant toward Festi When in ont ut manager's be prepared to deal with these ethical dilemmas when they face them in their careers. Roll over each of the causes of unethical behavior in the list and read the description. Next, click and drag the cause into the correct area in the table. Motivated blindness The slippery slope ill-conceived goals Overvaluing outcomes Indirect blindness Causes of Unethical Behavior Example Remedy Il-conceived goals Auditors may be more likely to accept a client firm's questionable financial statements if infractions have accrued over time A researcher whose fraudulent clinical trial saves lives is considered more ethical than one whose fraudulent trial leads to deaths. The pressure to maximize billable hours in accounting, consulting, and law firms leads to unconscious padding A drug company deflects attention from a price increase by selling rights to another company, which imposes the increases Be alert for even trivial ethical infractions and address them immediately. Investigate whether a change in behavior has occurred. Examine both "good" and "bad" decisions for their ethical implications. Reward solid decision processes, not just good outcomes. Overvaluing outcomes The slippery slope Brainstorm unintended consequences when devising goals and incentives. Consider alternative goals that may be more important to reward When handing off or outsourcing work, ask whether the assignment might invite unethical behavior and take ownership of the implications Motivated blindness Indirect blindness Baseball officials failed to notice they'd created conditions that encouraged steroid use. Root out conflicts of interes. Simply being aware of them doesn't necessarily reduce their negative effect on decision making Reset