Moral emotions are the feelings and intuitions that play a major role in most of our ethical decision making and actions.
We hate losses about twice as much as we enjoy gains, meaning we are more likely to act unethically to avoid a loss than to secure a gain. This phenomenon is known as loss aversion.
Referred to as the slippery slope, incrementalism describes how we unconsciously lower our ethical standards over time through small changes in behavior.
Incentive gaming, or “gaming the system,” refers to when we figure out ways to increase our rewards for performance without actually improving our performance.
Implicit bias exists when people unconsciously hold attitudes toward others or associate stereotypes with them.
Fundamental attribution error describes how, when judging others’ actions, we tend to give too much causal weight to their character and not enough to the circumstances in which they acted.
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.
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