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.
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.
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.
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