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
+
aggressivelanguageandcompetition
+
ambivalentmessages
+
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