Framing describes how our responses to situations, including our ethical judgments, are impacted just by how those situations are posed or viewed.
Psychological research provides guidance as to how leaders can create a workplace culture that encourages ethical behavior by employees. If you have not watched it yet, you might appreciate viewing the part 1 video first: Ethical Leadership Part 1: Perilous at the Top
After watching, check out the second part: Ethical Leadership Part 2: Best Practices
Ethical fading occurs when we are so focused on other aspects of a decision that its ethical dimensions fade from view.
Conformity bias refers to our tendency to take cues for proper behavior in most contexts from the actions of others rather than exercise our own independent judgment.
Conflict of interest arises when we have incentives that conflict with our professional duties and responsibilities in ways that cause harm to others and to society.
Cognitive dissonance is the psychological discomfort that we feel when our minds entertain two contradictory concepts at the same time.
Bounded ethicality explains how predictable organizational pressures and psychological processes cause us to engage in ethically questionable behavior that is inconsistent with our own values and preferences.
Moral action involves taking the necessary steps to transform the intent to do the right thing into reality. This includes moral ownership, moral efficacy, and moral courage. Here are links to the other videos in this series:
Moral intent is the desire to act ethically when facing a decision and overcome the rationalization to not be ethical “this time.” Here is the entire Being Your Best Self series: