Managing The Bad Apples And Protecting The Barrel

Sponsored By Deloitte

Topics:

Budgeting & Planning > Business Performance Management

Employee Benefits & Human Capital > Professional Development

Professional Services > Consulting

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Abstract:

To adress ethical risks in their organizations, managers should understand and act upon the critical segmentation of ethical behavior in any large group: first, the small percentage of people who operate without a conscience. These are the amoral actors. Recent research suggests that this condition is driven mostly by an inherent physiological condition in the brain. Therefore, managers should keep the amoral actors out of the organization, or eject them if they are identified. The other, very different segment of people who can behave unethically is the good but fragile majority. Evidence suggests that most people possess a conscience, a set of core values; many studies have shown that appeals to those values will positively influence their behavior. However, placed in certain specific situations, this majority will rationalize unethical behavior and become the occasional immoral actor. Bottom line: The two distinct sources of unethical behavior must be managed very differently.

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Released: November 12, 2009

Length: 12 pages

Format: PDF (2224 kb)

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