Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/springer-journals/ethical-fading-the-role-of-self-deception-in-unethical-behavior-4paJIxp29l
References (35)
-
S. Bok (1989)
Secrets -
H. Fingarette (1969)
Self-Deception -
J. G. March (1995)
A Primer on Decision Making -
A. L. McGill, A. E. Tenbrunsel (2000)
Mutability and propensity in the causal selection process.J. Pers. Soc. Psychol., 79
-
D. M. Messick (1999)
Shared Cognition in Organizations: The Management of Knowledge -
G. Cowley, D. Rosenberg, M. Brant (1995)
The prescription that kills. Can hospitals reduce their mistakes?Newsweek, 126 3
-
H. Kelman (1990)
Crimes of Obedience -
D. Messick, M. Bazerman (2001)
Ethical Leadership and the Psychology of Decision MakingSloan Management Review, 3
-
C. Richards (1999)
The Transient Effects of Limited Ethics TrainingThe Journal of Education for Business, 74
-
M. Pillutla, X. P. Chen (1999)
Social norms and cooperation in social dilemmas.Organ. Behav. Hum. Decis. Process., 78
-
D. Bok (1978)
Lying -
R. J. Lewicki, J. Litterer (1985)
Negotiation -
A. Bandura (1999)
Moral Disengagement in the Perpetration of InhumanitiesPersonality and Social Psychology Review, 3
-
D. Messick (1999)
Alternative logics for decision making in social settingsJournal of Economic Behavior and Organization, 39
-
M. Lepper, D. Greene (1975)
Turning play into work: Effects of adult surveillance and extrinsic rewards on children's intrinsic motivation.Journal of Personality and Social Psychology, 31
-
(1986)
End of the road?Nature, 319
-
Richard Larrick, S. Blount (1997)
The Claiming Effect: Why Players Are More Generous in Social Dilemmas Than in Ultimatum GamesJournal of Personality and Social Psychology, 72
-
(1995)
Justifying Unethical Behavior : The Role of Expectations of Others ’ Behavior and Uncertainty -
J. Dienhart, Dennis Moberg, Ronald Duska (2001)
The next phase of business ethics : integrating psychology and ethics -
David Messick, A. Tenbrunsel (1996)
Codes of Conduct: Behavioral Research into Business Ethics, 5
-
Ann McGill, A. Tenbrunsel (2000)
Mutability and propensity in causal selection.Journal of personality and social psychology, 79 5
-
M. Pillutla, Xiao-Ping Chen (1999)
Social Norms and Cooperation in Social Dilemmas: The Effects of Context and Feedback.Organizational behavior and human decision processes, 78 2
-
M. Haight (1982)
A study of self-deception -
R. Demos (1960)
Lying to oneself.J. Philos., 57
-
A. Speer (1970)
Inside the Third Reich -
J. Schall
Primer Decision making -
S. Freud (1957)
Splitting of the Ego in the Defensive Process. -
A. Tenbrunsel, D. Messick (1999)
Sanctioning Systems, Decision Frames, and CooperationAdministrative Science Quarterly, 44
-
A. Tenbrunsel, Kristin Smith-Crowe, Elizabeth Umphress (2003)
Building Houses on Rocks: The Role of the Ethical Infrastructure in OrganizationsSocial Justice Research, 16
-
Joseph Badaracco, Allen Webb (1995)
Business Ethics: A view from the TrenchesCalifornia Management Review, 37
-
J. Joseph (2003)
National Business Ethics Survey 2003: How Employees View Ethics in Their Organizations -
J. Sklar (1986)
Splitting of the egoPsychoanalytic Psychotherapy, 2
-
I. Ritov, J. Baron (1990)
Reluctance to vaccinate: Omission bias and ambiguity.J. Behav. Decis. Making, 3
-
Patricia Fandt, G. Ferris (1990)
The management of information and impressions: When employees behave opportunisticallyOrganizational Behavior and Human Decision Processes, 45
-
Ilana Ritov, J. Baron (1990)
Behavioral Law and Economics: Reluctance to Vaccinate: Omission Bias and Ambiguity
- Publisher
- Springer Journals
- Copyright
- Copyright © 2004 by Plenum Publishing Corporation
- Subject
- Psychology; Personality and Social Psychology; Sociology, general; Political Science; Anthropology; Philosophy, general; Social Policy
- ISSN
- 0885-7466
- eISSN
- 1573-6725
- DOI
- 10.1023/B:SORE.0000027411.35832.53
- Publisher site
- See Article on Publisher Site
Abstract
This paper examines the root of unethical dicisions by identifying the psychological forces that promote self-deception. Self-deception allows one to behave self-interestedly while, at the same time, falsely believing that one's moral principles were upheld. The end result of this internal con game is that the ethical aspects of the decision “fade” into the background, the moral implications obscured. In this paper we identify four enablers of self-deception, including language euphemisms, the slippery slope of decision-making, errors in perceptual causation, and constraints induced by representations of the self. We argue that current solutions to unethical behaviors in organizations, such as ethics training, do not consider the important role of these enablers and hence will be constrained in their potential, producing only limited effectiveness. Amendments to these solutions, which do consider the powerful role of self-deception in unethical decisions, are offered.
Journal
Social Justice Research – Springer Journals
Published: Oct 1, 2004