Posts Tagged ‘behavioural ethics’

corporate evil

Patterns appear and reappear in corporate-misconduct cases, beginning with fantastic commitments made from on high. All of which place personnel in a position of extreme strain. Even without strain, people tend to underestimate the probability of future bad events. Put them under emotional stress, some research suggests, and this tendency gets amplified. People will favour decisions that preempt short-term social discomfort even at the cost of heightened long-term risk. This reaction isn’t excusable. But it is predictable.

via The Atlantic, January/February 2016

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statistical noise

The heightened tendency to tune out some data as unimportant is a well-known side effect of expertise, which encourages leaders to become highly attuned to some signals and patterns at the expense of others.

Yet many things in life—academic publishing, health care, and housing policy among them—require addressing individual challenges within the context of complex systems. People engaged in designing systems, from business plans to public policy, must compel themselves to deeply and empathetically understand both the needs of the people they are designing for and the systems in which they operate, and critically question what their legitimate desire for fairness and consistency leaves out. If they don’t, their well-meaning efforts to reduce noise may inadvertently strip away essential signals, causing them to miss patterns, gaps, and perspectives in data that deserve their attention.

via Behavioral Scientist, 24 August 2020

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ethical fade

Uncertainty is often twinned with speed, and the product can sometimes be poor decisions. Yet organisations seeking to make consistent and coherent decisions face a veritable flood of ethical decision-making models to choose from.

Authors Marc Thompson, Academic Director, Executive Master in Consulting and Coaching for Change, and Peter Collins, Program Director, Vincent Fairfax Fellowship at Cranlana Centre for Ethical Leadership, suggest when making ethical decisions in times of crisis, leaders consider three things: ethical fading; how to test your quandary; and the lessons of behavioural ethics.

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