By Marcella de la Torre Special to the Star Tribune DECEMBER 6, 2020 — 2:00PM Q: Why is it important to invest in visioning and strategy to help manage change? A: Change is very difficult. It is frightening and at the same time unsettling. When there is a lack of vision and strategy, change is even harder to manage.…
By Ernest Owens NOVEMBER 15, 2020 — 2:00PM Q: What steps do you go through when you make a business decision? A: The assumption is you are conducting a cost vs. benefit analysis. You are in a situation where you want to optimize your return. First state the problem clearly; what are you trying to improve? Then…
Tangible and abstract describes how we react more to vivid, immediate inputs than to ones removed in time and space, meaning we can pay insufficient attention to the adverse consequences our actions have on others.
The overconfidence bias is our tendency to be more confident in our ability to act ethically than is objectively justified by our abilities and moral character.
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.
Implicit bias exists when people unconsciously hold attitudes toward others or associate stereotypes with them.
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 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: