A Disruption Method for Bribes: Governments and Systems Interventions

large_bribes_0.jpgLike dancing the tango, a bribe requires two people for it to be successful. Current governmental policies reward whistle blowers and punish the party who offered the bribe- in other words, reactive punishments are commonplace. But what if governments instituted proactive policies that obviated unethical behavior and made bribes more trouble than they are worth?

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"Mind, Society and Behavior" and Ethical Systems Design

David Brooks recently published an insightful piece (In Praise of Small Miracles) about “Mind, Society and Behavior,” a recent report issued by The World Bank on how behavioral economics can be applied to global development and global health.

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Making capitalism more ethical: Dynamism with decency

When I tell people I teach business ethics, they often ask: “isn’t that an oxymoron?” Their response is not unwarranted. Much of my course is about the clever ways businesses have found to exploit their workers, sidestep regulations, and foist external costs onto others. Businesspeople are brilliant at finding opportunities and some of those opportunities are exploitative.

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Ethics Starts At The Top

Which matters more for creating an ethical organization: tone at the top, or tone in the middle?  The answer is that it depends on when, exactly, you are talking about. 

A recent study (Gächter, Renner, 2014) corroborates these findings by analyzing to what extent role modeling influences one’s own pro-social behavior. It turns out that a “leader’s initial behavior has long-lasting effects” on the organizational culture while over time “the impact of leaders on followers’ beliefs is diminished” (pp. 16). 

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Teaching Behavioral Ethics across Disciplines

Tigran W. Eldred, Associate Professor of Law, New England Law | Boston

Almost a decade ago, shortly before I started law teaching, I worked as an appellate lawyer representing clients who had been convicted of serious crimes. In one case, I recall having a very uncomfortable conversation with the lawyer who, I was convinced (and a court later agreed), had made a number of significant mistakes when he represented my client at trial. What struck me about the conversation then, and what remains with me now, was my strong sense that the lawyer was rationalizing his very poor performance despite his ethical duty to be candid with me about his work on the case. Was the lawyer being deceitful in covering up his many mistakes, or did he truly believe that his conduct had been reasonable even though, to an observer, it was so apparent that his performance had been deficient?

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Making ethics easy: New essay in Ethisphere with Jeff Kaplan

Collaborator Jeff Kaplan and I just published a 3 page guide in Ethisphere Magazine outlining how companies can begin using EthicalSystems.org to create a workplace with higher levels of trust among colleagues and leadership. Ethisphere has kindly allowed us to post a PDF of the article. 

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Our first year

EthicalSystems.org is almost one year old, and like all one-year-olds, it has grown a lot in its first year. When we launched the site in January, we had 18 collaborators, 14 research pages, and no real budget. But we were bound together by the belief that the massive body of research on ethics in organizations could and should be synthesized and made accessible, for free, to the business community, regulators, and the general public.

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2014 Highlights from Our Collaborators

2014 was a busy year. Here are some of the highlights from our collaborators.

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How do people change their minds about issues?

How do people change their minds about issues?

A respected colleague asked over lunch and it prompted me to write some thoughts down.  Belief change and behavior change (page on that coming soon) can both be instrumental in ethical systems design so it seemed appropriate to share our Cliffs Notes on belief change here.

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The Power of Noticing: What the Best Leaders See

The Power of Noticing: What the Best Leaders See  

By Max H. Bazerman

Simon and Schuster (2014)

Summarized by Bryan Turner

 

What if you had the ability to make better decisions and all you had to do was to make slight adjustments in how you analyze issues?  Well, this ability (noticing) exists, and The Power of Noticing: What the Best Leaders See shows you how to cultivate it.

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