Leaders are often faced with ethical conundrums(a confusing and difficult problem or question). So how can they determine when they’re inching toward dangerous territory? There are three main psychological dynamics that lead to crossing moral lines.
There’s omnipotence: when someone feels so aggrandized and entitled that they believe the rules of decent behavior don’t apply to them.
Consider cultural numbness: when others play along and gradually begin to accept and embody deviant norms.
Finally, when people don’t speak up because they are thinking of more immediate rewards, we see justified neglect.
Chapter 4 Theories Responding to the Challenge of Cultural Re.docxrobertad6
Chapter 4: Theories Responding to the Challenge of Cultural Relativism from The Business
Ethics Workshop was adapted by Saylor Academy and is available under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by
the work's original creator or licensor. UMGC has modified this work and it is available under
the original license.
http://www.saylor.org/site/textbooks/The%20Business%20Ethics%20Workshop.pdf
https://creativecommons.org/licenses/by-nc-sa/3.0/
https://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
137
Chapter 4
Theories Responding to the Challenge of Cultural
Relativism
Chapter Overview
Chapter 4 "Theories Responding to the Challenge of Cultural Relativism" examines some theories guiding
ethical decisions in business. It considers reactions to the possibility that there are no universal
definitions of right and wrong, only different customs that change from one society to another.
4.1 What Is Cultural Relativism?
L E A R N I N G O B J E C T I V E S
Saylor URL: http://www.saylor.org/books Saylor.org
138
1. Define cultural relativism.
2. Show how cultural relativism defies traditional ethics.
Nietzsche and the End of Traditional Ethics
“God is dead,” the declaration attributed to Friedrich Nietzsche, stands along with “I think, therefore I
am” (René Descartes, 1641) as philosophy’s most popularized—and parodied—phrases. The t-shirt
proclaiming “Nietzsche is dead, signed, God” is funny, but it doesn’t quite answer what Nietzsche was
saying in the late 1800s. What Nietzsche meant to launch was not only an assault on a certain religion but
also a suspicion of the idea that there’s one source of final justice for all reality. Nietzsche proposed that
different cultures and people each produce their own moral recommendations and prohibitions, and
there’s no way to indisputably prove that one set is simply and universally preferable to another. The
suspicion that there’s no final appeal—and therefore the values and morality practiced by a community
can’t be dismissed as wrong or inferior to those practiced elsewhere—is called cultural relativism.
Example: For most of us, the killing of a newborn would be among the most heinous of immoral acts; a
perpetrator would need to be purely evil or completely mad. The Inuit Eskimos, however, regularly
practiced female infanticide during their prehistory, and it was neither evil nor insane. Their brutal living
conditions required a population imbalance tipped toward hunters (males). Without that gender
selecting, the plain fact was the entire group faced starvation. At another place and time, Bernal
Diaz’s The Conquest of New Spain recounts the Spanish invasion of the Americas and includes multiple
reports of newborns sacrificed in bloody ceremonies that made perfect sense to the locals, but left
Spaniards astonished and appalle.
Chapter 4 Theories Responding to the Challenge of Cultural Re.docxketurahhazelhurst
Chapter 4: Theories Responding to the Challenge of Cultural Relativism from The Business
Ethics Workshop was adapted by Saylor Academy and is available under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by
the work's original creator or licensor. UMGC has modified this work and it is available under
the original license.
http://www.saylor.org/site/textbooks/The%20Business%20Ethics%20Workshop.pdf
https://creativecommons.org/licenses/by-nc-sa/3.0/
https://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
137
Chapter 4
Theories Responding to the Challenge of Cultural
Relativism
Chapter Overview
Chapter 4 "Theories Responding to the Challenge of Cultural Relativism" examines some theories guiding
ethical decisions in business. It considers reactions to the possibility that there are no universal
definitions of right and wrong, only different customs that change from one society to another.
4.1 What Is Cultural Relativism?
L E A R N I N G O B J E C T I V E S
Saylor URL: http://www.saylor.org/books Saylor.org
138
1. Define cultural relativism.
2. Show how cultural relativism defies traditional ethics.
Nietzsche and the End of Traditional Ethics
“God is dead,” the declaration attributed to Friedrich Nietzsche, stands along with “I think, therefore I
am” (René Descartes, 1641) as philosophy’s most popularized—and parodied—phrases. The t-shirt
proclaiming “Nietzsche is dead, signed, God” is funny, but it doesn’t quite answer what Nietzsche was
saying in the late 1800s. What Nietzsche meant to launch was not only an assault on a certain religion but
also a suspicion of the idea that there’s one source of final justice for all reality. Nietzsche proposed that
different cultures and people each produce their own moral recommendations and prohibitions, and
there’s no way to indisputably prove that one set is simply and universally preferable to another. The
suspicion that there’s no final appeal—and therefore the values and morality practiced by a community
can’t be dismissed as wrong or inferior to those practiced elsewhere—is called cultural relativism.
Example: For most of us, the killing of a newborn would be among the most heinous of immoral acts; a
perpetrator would need to be purely evil or completely mad. The Inuit Eskimos, however, regularly
practiced female infanticide during their prehistory, and it was neither evil nor insane. Their brutal living
conditions required a population imbalance tipped toward hunters (males). Without that gender
selecting, the plain fact was the entire group faced starvation. At another place and time, Bernal
Diaz’s The Conquest of New Spain recounts the Spanish invasion of the Americas and includes multiple
reports of newborns sacrificed in bloody ceremonies that made perfect sense to the locals, but left
Spaniards astonished and appalle ...
In Book “How” Dov Seidman explains that the intention of leaders to have their organizations behave well is not enough, and that "blind obedience" to leaders and rules is much less effective in creating a successful organization than one where shared values are internalized and believed by associates who govern their own behavior. Self-governance organizations can respond better than one where rules and commands are viewed as obstacles to be skirted. He argues that technology has allowed individual behavior to affect the contemporary world much more than it has previously, for good or bad.
The book says that companies that earn trust can translate that trust into direct economic benefits, such as more consumer sales or being charged lower interest rates. Through transparency and trust, an organization improves its reputation, which translates into more long-term business
How (Un)Ethical Are YouMost of us believe that we are ethiLizbethQuinonez813
How (Un)Ethical Are You
Most of us believe that we are ethical and unbiased. We believe that we:
Make good decisions
Are objective, and
Reach fair and rational conclusions
Research shows that in reality most fall short of our inflated self-perception, where we
have the illusion of objectivity
These unconscious or implicit biases can be contrary to our consciously held, explicit beliefs
As leaders we need to let go of the notion that our conscious attitudes always represent what we think
The prevalence of these biases suggests that the most well being person unwittingly allows conscious thoughts and feeling to influence our objective decisions
This article explores four related sources of unintentional unethical decision-making:
Implicit forms of prejudice
Bias that favours one’s own group
A tendency to over-claim credit
Conflict of interest
1. Implicit Prejudice: Bias that emerges from unconscious beliefs
Research shows that people judge according:
to unconscious stereotypes
attitudes, or implicit prejudice
We learn to associate things that commonly go together and expect them to inevitably co-exist
Example:
Thunder and rain, grey hair and old age. We automatically make such associations to help us organize our thoughts. We grow to trust these stereo-types, however, they are binding and typically not accurate
Because implicit prejudice come from the ordinary and unconscious tendency to make associations, it is distinct from conscious forms of prejudice
This explains why people who are free of conscious prejudice still demonstrate biases
Example:
People who had strong implicit biases were less likely to select women for positions who exhibited “masculine” personalities qualities, such as ambition or independence
The biased perception was that these women possessed less social skills than men.
2. In-Group Favouritism: Bias the Favours Your Group
Have you ever helped someone get a position by asking a favour. Few people set out to exclude anyone through such acts of kindness
In-group favouritism amounts to giving extra credit to someone within your group
Yet while discriminating against those who are not part of the group is considered unethical, helping people seemingly close to us is often viewed favourably
Research shows that where people are equally qualified and similar in all respects, the person who is considered “part of the group” will unconsciously be seen to be more qualified
There is no hatred or hostility….this behaviour is the root of discriminatory favouritism
An example of this is where minorities, who are sometimes more qualified, are unconsciously discriminated against
3. Overclaiming Credit: Bias that Favours You
People generally hold positive views about themselves
Studies show that the majority of people consider themselves above average. The more we think of our own contributions, the less fairly we judge others
Research also shows that the more people think o ...
Original Posting Points PossiblePoints Earned All key co.docxjohnbbruce72945
Original Posting
Points Possible
Points Earned
All key components of the Discussion Board question are answered in a new thread with a clear, logical flow.
25
Major points are stated clearly and supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable); Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
25
Mechanics and formatting – spelling, grammar, sentence structure, etc.
5
Meets required word count (minimum 400 words).
5
Original Posting Sub-Total
60
Reponses
Points Possible
Points Earned
RESPONSE #1
Major points are supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable);Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
15
Mechanics and formatting – spelling, grammar, sentence structure, etc.
2.5
Meets required word count (minimum 200 words).
2.5
RESPONSE #2
Major points are supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable);Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
15
Mechanics and formatting – spelling, grammar, sentence structure, etc.
2.5
Meets required word count (minimum 200 words).
2.5
Responses Sub-Total
40
Discussion Board Total
100
1 day ago
Richard Cheatham
Discussion Board 3
Collapse
Top of Form
1.The following are an additional five unacceptable behaviors I would add to a department’s SOP.
Off duty personal conduct
- acting out above the law just because you are the law should be prohibited. Although many departments already utilize policy against this, many times these things are overlooked. Driving infractions, such as speeding, drinking and driving, etc., should be highly discouraged. Actions an officer would be expected to confront, as in public drunkenness, disorderly conduct, domestic violence, etc., are further examples.
Social Media
- Portraying yourself or the department in a negative light should be prohibited. By doing so, one could open themselves or the department to possible legal recourse. Personally, one could damage their credibility within the legal realm of their position. Professionally, it could damage your position within the department, and damage the departments image.
Abuse of authority
- Using your position to negatively influence others should be discouraged. Any attempt to utilize the badge for any reason other than lawful purposes should be seen as unethical. This could be trying to get out of a ticket, intimidate someone for your benefit or that of family/ friends, encouraging a relationship, etc. The badge repr.
Chapter 4 Theories Responding to the Challenge of Cultural Re.docxrobertad6
Chapter 4: Theories Responding to the Challenge of Cultural Relativism from The Business
Ethics Workshop was adapted by Saylor Academy and is available under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by
the work's original creator or licensor. UMGC has modified this work and it is available under
the original license.
http://www.saylor.org/site/textbooks/The%20Business%20Ethics%20Workshop.pdf
https://creativecommons.org/licenses/by-nc-sa/3.0/
https://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
137
Chapter 4
Theories Responding to the Challenge of Cultural
Relativism
Chapter Overview
Chapter 4 "Theories Responding to the Challenge of Cultural Relativism" examines some theories guiding
ethical decisions in business. It considers reactions to the possibility that there are no universal
definitions of right and wrong, only different customs that change from one society to another.
4.1 What Is Cultural Relativism?
L E A R N I N G O B J E C T I V E S
Saylor URL: http://www.saylor.org/books Saylor.org
138
1. Define cultural relativism.
2. Show how cultural relativism defies traditional ethics.
Nietzsche and the End of Traditional Ethics
“God is dead,” the declaration attributed to Friedrich Nietzsche, stands along with “I think, therefore I
am” (René Descartes, 1641) as philosophy’s most popularized—and parodied—phrases. The t-shirt
proclaiming “Nietzsche is dead, signed, God” is funny, but it doesn’t quite answer what Nietzsche was
saying in the late 1800s. What Nietzsche meant to launch was not only an assault on a certain religion but
also a suspicion of the idea that there’s one source of final justice for all reality. Nietzsche proposed that
different cultures and people each produce their own moral recommendations and prohibitions, and
there’s no way to indisputably prove that one set is simply and universally preferable to another. The
suspicion that there’s no final appeal—and therefore the values and morality practiced by a community
can’t be dismissed as wrong or inferior to those practiced elsewhere—is called cultural relativism.
Example: For most of us, the killing of a newborn would be among the most heinous of immoral acts; a
perpetrator would need to be purely evil or completely mad. The Inuit Eskimos, however, regularly
practiced female infanticide during their prehistory, and it was neither evil nor insane. Their brutal living
conditions required a population imbalance tipped toward hunters (males). Without that gender
selecting, the plain fact was the entire group faced starvation. At another place and time, Bernal
Diaz’s The Conquest of New Spain recounts the Spanish invasion of the Americas and includes multiple
reports of newborns sacrificed in bloody ceremonies that made perfect sense to the locals, but left
Spaniards astonished and appalle.
Chapter 4 Theories Responding to the Challenge of Cultural Re.docxketurahhazelhurst
Chapter 4: Theories Responding to the Challenge of Cultural Relativism from The Business
Ethics Workshop was adapted by Saylor Academy and is available under a Creative Commons
Attribution-NonCommercial-ShareAlike 3.0 Unported license without attribution as requested by
the work's original creator or licensor. UMGC has modified this work and it is available under
the original license.
http://www.saylor.org/site/textbooks/The%20Business%20Ethics%20Workshop.pdf
https://creativecommons.org/licenses/by-nc-sa/3.0/
https://creativecommons.org/licenses/by-nc-sa/3.0/
Saylor URL: http://www.saylor.org/books Saylor.org
137
Chapter 4
Theories Responding to the Challenge of Cultural
Relativism
Chapter Overview
Chapter 4 "Theories Responding to the Challenge of Cultural Relativism" examines some theories guiding
ethical decisions in business. It considers reactions to the possibility that there are no universal
definitions of right and wrong, only different customs that change from one society to another.
4.1 What Is Cultural Relativism?
L E A R N I N G O B J E C T I V E S
Saylor URL: http://www.saylor.org/books Saylor.org
138
1. Define cultural relativism.
2. Show how cultural relativism defies traditional ethics.
Nietzsche and the End of Traditional Ethics
“God is dead,” the declaration attributed to Friedrich Nietzsche, stands along with “I think, therefore I
am” (René Descartes, 1641) as philosophy’s most popularized—and parodied—phrases. The t-shirt
proclaiming “Nietzsche is dead, signed, God” is funny, but it doesn’t quite answer what Nietzsche was
saying in the late 1800s. What Nietzsche meant to launch was not only an assault on a certain religion but
also a suspicion of the idea that there’s one source of final justice for all reality. Nietzsche proposed that
different cultures and people each produce their own moral recommendations and prohibitions, and
there’s no way to indisputably prove that one set is simply and universally preferable to another. The
suspicion that there’s no final appeal—and therefore the values and morality practiced by a community
can’t be dismissed as wrong or inferior to those practiced elsewhere—is called cultural relativism.
Example: For most of us, the killing of a newborn would be among the most heinous of immoral acts; a
perpetrator would need to be purely evil or completely mad. The Inuit Eskimos, however, regularly
practiced female infanticide during their prehistory, and it was neither evil nor insane. Their brutal living
conditions required a population imbalance tipped toward hunters (males). Without that gender
selecting, the plain fact was the entire group faced starvation. At another place and time, Bernal
Diaz’s The Conquest of New Spain recounts the Spanish invasion of the Americas and includes multiple
reports of newborns sacrificed in bloody ceremonies that made perfect sense to the locals, but left
Spaniards astonished and appalle ...
In Book “How” Dov Seidman explains that the intention of leaders to have their organizations behave well is not enough, and that "blind obedience" to leaders and rules is much less effective in creating a successful organization than one where shared values are internalized and believed by associates who govern their own behavior. Self-governance organizations can respond better than one where rules and commands are viewed as obstacles to be skirted. He argues that technology has allowed individual behavior to affect the contemporary world much more than it has previously, for good or bad.
The book says that companies that earn trust can translate that trust into direct economic benefits, such as more consumer sales or being charged lower interest rates. Through transparency and trust, an organization improves its reputation, which translates into more long-term business
How (Un)Ethical Are YouMost of us believe that we are ethiLizbethQuinonez813
How (Un)Ethical Are You
Most of us believe that we are ethical and unbiased. We believe that we:
Make good decisions
Are objective, and
Reach fair and rational conclusions
Research shows that in reality most fall short of our inflated self-perception, where we
have the illusion of objectivity
These unconscious or implicit biases can be contrary to our consciously held, explicit beliefs
As leaders we need to let go of the notion that our conscious attitudes always represent what we think
The prevalence of these biases suggests that the most well being person unwittingly allows conscious thoughts and feeling to influence our objective decisions
This article explores four related sources of unintentional unethical decision-making:
Implicit forms of prejudice
Bias that favours one’s own group
A tendency to over-claim credit
Conflict of interest
1. Implicit Prejudice: Bias that emerges from unconscious beliefs
Research shows that people judge according:
to unconscious stereotypes
attitudes, or implicit prejudice
We learn to associate things that commonly go together and expect them to inevitably co-exist
Example:
Thunder and rain, grey hair and old age. We automatically make such associations to help us organize our thoughts. We grow to trust these stereo-types, however, they are binding and typically not accurate
Because implicit prejudice come from the ordinary and unconscious tendency to make associations, it is distinct from conscious forms of prejudice
This explains why people who are free of conscious prejudice still demonstrate biases
Example:
People who had strong implicit biases were less likely to select women for positions who exhibited “masculine” personalities qualities, such as ambition or independence
The biased perception was that these women possessed less social skills than men.
2. In-Group Favouritism: Bias the Favours Your Group
Have you ever helped someone get a position by asking a favour. Few people set out to exclude anyone through such acts of kindness
In-group favouritism amounts to giving extra credit to someone within your group
Yet while discriminating against those who are not part of the group is considered unethical, helping people seemingly close to us is often viewed favourably
Research shows that where people are equally qualified and similar in all respects, the person who is considered “part of the group” will unconsciously be seen to be more qualified
There is no hatred or hostility….this behaviour is the root of discriminatory favouritism
An example of this is where minorities, who are sometimes more qualified, are unconsciously discriminated against
3. Overclaiming Credit: Bias that Favours You
People generally hold positive views about themselves
Studies show that the majority of people consider themselves above average. The more we think of our own contributions, the less fairly we judge others
Research also shows that the more people think o ...
Original Posting Points PossiblePoints Earned All key co.docxjohnbbruce72945
Original Posting
Points Possible
Points Earned
All key components of the Discussion Board question are answered in a new thread with a clear, logical flow.
25
Major points are stated clearly and supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable); Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
25
Mechanics and formatting – spelling, grammar, sentence structure, etc.
5
Meets required word count (minimum 400 words).
5
Original Posting Sub-Total
60
Reponses
Points Possible
Points Earned
RESPONSE #1
Major points are supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable);Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
15
Mechanics and formatting – spelling, grammar, sentence structure, etc.
2.5
Meets required word count (minimum 200 words).
2.5
RESPONSE #2
Major points are supported by the following:
·
Textbook or articles;
·
Good examples (pertinent conceptual or personal examples are acceptable);Inclusion of biblical principles and scripture support
·
Thoughtful analysis (considering assumptions, analyzing implications, comparing/contrasting concepts).
15
Mechanics and formatting – spelling, grammar, sentence structure, etc.
2.5
Meets required word count (minimum 200 words).
2.5
Responses Sub-Total
40
Discussion Board Total
100
1 day ago
Richard Cheatham
Discussion Board 3
Collapse
Top of Form
1.The following are an additional five unacceptable behaviors I would add to a department’s SOP.
Off duty personal conduct
- acting out above the law just because you are the law should be prohibited. Although many departments already utilize policy against this, many times these things are overlooked. Driving infractions, such as speeding, drinking and driving, etc., should be highly discouraged. Actions an officer would be expected to confront, as in public drunkenness, disorderly conduct, domestic violence, etc., are further examples.
Social Media
- Portraying yourself or the department in a negative light should be prohibited. By doing so, one could open themselves or the department to possible legal recourse. Personally, one could damage their credibility within the legal realm of their position. Professionally, it could damage your position within the department, and damage the departments image.
Abuse of authority
- Using your position to negatively influence others should be discouraged. Any attempt to utilize the badge for any reason other than lawful purposes should be seen as unethical. This could be trying to get out of a ticket, intimidate someone for your benefit or that of family/ friends, encouraging a relationship, etc. The badge repr.
Understanding Soft Risk in Volunteer EngagementVolunteerMatch
We all worry about the hard risks that can have an impact on our volunteers and the work they do, but too often we don’t think about the soft risk. Soft risks are the attitudes, beliefs and actions that expose our organizations to risks. Those risks may include the actions of staff – both paid and volunteer, interactions on social media, lack of training for leaders and volunteers - leading to risky behavior, and how failing to screen for characteristics or “fit” can open volunteers and the organization up to risk. This webinar is designed to help attendees identify soft risks in their organization and give them the tools to make changes to processes and culture to minimize and address these risks.
What You'll Learn:
* Understand how your organization's culture of volunteer engagement may be opening it up to soft risk.
* Lead your organization though a soft risk assessment.
* Design communication and training plans to address soft risk.
Exasperation is good--the question is when and how fast?
Exasperation may be considered as a fundamental, natural and useful and probably productive human response.
It’s not just deep in our roots; it is our roots.
Those who discard it express with edicts like “don’t get snarky,” or “don’t call names” or “don’t interrupt me.”
Though against our will we have proliferated endless repertoire of ways to say “I’ve had it. I won’t go along with that.”
Exasperated way to express “nope,” in many words and gestures--subtle or blatant branch like tree roots.
Exasperation with things that get in our way is how we stand our ground rooted in our aspirations, commitments, beliefs and values.
When our roots get in each other’s way, we’re likely to get exasperated and then exasperated with each other’s exasperations.
Then we try to block each other’s exasperations by imposing seemingly rock-solid moral bans on one or another form exasperation takes.
If people consider themselves to have strong morals, why do they often turn bad? This topic elucidates why good people or even good leaders do bad things. The reason why they commit bad things can be difficult to understand. Often, we believe that leaders are honest, trustworthy and generous. However in one part of their lives, they commit serious crimes in their organization.
This is how an Aboriginal elder explains culture:
“Culture is what was told to me by my elders, for me in turn to keep and use and respect, and to pass on. Culture is the foundation of Aboriginal knowledge – in art form, in dance, in story telling, in life. It’s about belief. Culture originates in the individuals contact with the land, which is passed on to his family and his family’s family. It is like a stream going into the ocean; a cultural bloodline.”(Des Thompson)
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Generally most people mean well, but simply execute their job poorly sometimes and sometimes, there are BAD bosses. We must learn “to Work "on Bad Boss
According to dictionary.com, “to work” something or someone is to put them into effective operation, to operate that thing or person for productive purposes.
Put your Bad Boss into effective operation to get whatever you want in your job or career by learning your boss’s secret desire and secret fear
Two biggest issues of Bad Boss are:
They can negatively impact our work performance.
They can make life miserable
We often hear “being difficult.” about Bad Boss. It’s hard to know exactly where the difficulty lie. All we know is it is difficult to work successfully with this person.
An incompetent person is someone who is
Functionally inadequate or
Insufficient in Knowledge, Skills, Judgment, or Strength
Mindset is a mental attitude that determines how we interpret and respond to situations.
Dweck has found that it is your mindset that plays a significant role in determining achievement and success.
A mindset refers to whether you believe qualities such as intelligence and talent are fixed or changeable traits.
People with a fixed mindset believe that these qualities are inborn, fixed, and unchangeable.
Those with a growth mindset, on the other hand, believe that these abilities can be developed and strengthened by way of commitment and hard work.
Story of Katalin Karikó, a researcher who won the Nobel prize for medicine for her work on modifying the RNA molecule to avoid triggering a harmful immune response is a classical example of mindset.
Yet, her life was full of rejection and doubt.
Her achievement had much to do with her mindset.
A theory is a based upon a hypothesis and backed by evidence.
A theory presents a concept or idea that is testable.
In science, a theory is not merely a guess.
A theory is a fact-based framework for describing a phenomenon.
In psychology, theories are used to provide a model for understanding human thoughts, emotions, and behaviors.
Hence study of Psychology theory is essential for SSB and all types of Interviewas it helps us to understand our own developmental psychology.k
Personality theorists should study normal individuals
All behavior is interactive
The person must be studied in terms of interactions with their environment
The brain is the locus of personality
There is a biological basis to personality
Definition of Personality
1- Personality is an abstraction formulated by a theorist.
2- It refers to series of events that ideally span over life time from childhood to adulthood
3-It reflects novel, unique, recurrent and enduring patterns of behaviours – his education and training .
4- Personality is located in brain- imagination, perception
5.Personality comprises the person’s central organizing and governing processes, whose function is to
Resolve conflicts,
Satisfy needs, and
Plan for future goals.
More Related Content
Similar to The Psychology Behind Unethical Behavior 2.0.pptx
Understanding Soft Risk in Volunteer EngagementVolunteerMatch
We all worry about the hard risks that can have an impact on our volunteers and the work they do, but too often we don’t think about the soft risk. Soft risks are the attitudes, beliefs and actions that expose our organizations to risks. Those risks may include the actions of staff – both paid and volunteer, interactions on social media, lack of training for leaders and volunteers - leading to risky behavior, and how failing to screen for characteristics or “fit” can open volunteers and the organization up to risk. This webinar is designed to help attendees identify soft risks in their organization and give them the tools to make changes to processes and culture to minimize and address these risks.
What You'll Learn:
* Understand how your organization's culture of volunteer engagement may be opening it up to soft risk.
* Lead your organization though a soft risk assessment.
* Design communication and training plans to address soft risk.
Exasperation is good--the question is when and how fast?
Exasperation may be considered as a fundamental, natural and useful and probably productive human response.
It’s not just deep in our roots; it is our roots.
Those who discard it express with edicts like “don’t get snarky,” or “don’t call names” or “don’t interrupt me.”
Though against our will we have proliferated endless repertoire of ways to say “I’ve had it. I won’t go along with that.”
Exasperated way to express “nope,” in many words and gestures--subtle or blatant branch like tree roots.
Exasperation with things that get in our way is how we stand our ground rooted in our aspirations, commitments, beliefs and values.
When our roots get in each other’s way, we’re likely to get exasperated and then exasperated with each other’s exasperations.
Then we try to block each other’s exasperations by imposing seemingly rock-solid moral bans on one or another form exasperation takes.
If people consider themselves to have strong morals, why do they often turn bad? This topic elucidates why good people or even good leaders do bad things. The reason why they commit bad things can be difficult to understand. Often, we believe that leaders are honest, trustworthy and generous. However in one part of their lives, they commit serious crimes in their organization.
This is how an Aboriginal elder explains culture:
“Culture is what was told to me by my elders, for me in turn to keep and use and respect, and to pass on. Culture is the foundation of Aboriginal knowledge – in art form, in dance, in story telling, in life. It’s about belief. Culture originates in the individuals contact with the land, which is passed on to his family and his family’s family. It is like a stream going into the ocean; a cultural bloodline.”(Des Thompson)
Similar to The Psychology Behind Unethical Behavior 2.0.pptx (17)
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
Generally most people mean well, but simply execute their job poorly sometimes and sometimes, there are BAD bosses. We must learn “to Work "on Bad Boss
According to dictionary.com, “to work” something or someone is to put them into effective operation, to operate that thing or person for productive purposes.
Put your Bad Boss into effective operation to get whatever you want in your job or career by learning your boss’s secret desire and secret fear
Two biggest issues of Bad Boss are:
They can negatively impact our work performance.
They can make life miserable
We often hear “being difficult.” about Bad Boss. It’s hard to know exactly where the difficulty lie. All we know is it is difficult to work successfully with this person.
An incompetent person is someone who is
Functionally inadequate or
Insufficient in Knowledge, Skills, Judgment, or Strength
Mindset is a mental attitude that determines how we interpret and respond to situations.
Dweck has found that it is your mindset that plays a significant role in determining achievement and success.
A mindset refers to whether you believe qualities such as intelligence and talent are fixed or changeable traits.
People with a fixed mindset believe that these qualities are inborn, fixed, and unchangeable.
Those with a growth mindset, on the other hand, believe that these abilities can be developed and strengthened by way of commitment and hard work.
Story of Katalin Karikó, a researcher who won the Nobel prize for medicine for her work on modifying the RNA molecule to avoid triggering a harmful immune response is a classical example of mindset.
Yet, her life was full of rejection and doubt.
Her achievement had much to do with her mindset.
A theory is a based upon a hypothesis and backed by evidence.
A theory presents a concept or idea that is testable.
In science, a theory is not merely a guess.
A theory is a fact-based framework for describing a phenomenon.
In psychology, theories are used to provide a model for understanding human thoughts, emotions, and behaviors.
Hence study of Psychology theory is essential for SSB and all types of Interviewas it helps us to understand our own developmental psychology.k
Personality theorists should study normal individuals
All behavior is interactive
The person must be studied in terms of interactions with their environment
The brain is the locus of personality
There is a biological basis to personality
Definition of Personality
1- Personality is an abstraction formulated by a theorist.
2- It refers to series of events that ideally span over life time from childhood to adulthood
3-It reflects novel, unique, recurrent and enduring patterns of behaviours – his education and training .
4- Personality is located in brain- imagination, perception
5.Personality comprises the person’s central organizing and governing processes, whose function is to
Resolve conflicts,
Satisfy needs, and
Plan for future goals.
” Emotions are complex psychological states involving three distinct components: a subjective experience, a physiological response, and a behavioral or expressive response”
"Discovering Psychology," by Don Hockenbury and Sandra E. Hockenbury
In 1972, psychologist Paul Ekman suggested that there are six basic emotions that are universal throughout human cultures: fear, disgust, anger, surprise, joy, and sadness.
In the 1980s, Robert Plutchik introduced another emotion classification system known as the wheel of emotions. This model demonstrated how different emotions can be combined or mixed together, much like the way an artist mixes primary colors to create other colors.
Plutchik proposed eight primary emotional dimensions: joy vs. sadness, anger vs. fear, trust vs. disgust, and surprise vs. anticipation.
These emotions can then be combined to create others, such as happiness + anticipation = excitement.
In 1999, Ekman expanded his list to include a number of other basic emotions, including embarrassment, excitement, contempt, shame, pride, satisfaction, and amusement
Anger is an intense emotion you feel when
Something has gone wrong or
Someone has wronged you.
It is typically characterized by feelings of
Stress,
Frustration, and
Irritation.
Anger is a perfectly normal response to frustrating or difficult situations.
Anger only becomes a problem when
It’s excessively displayed and
Begins to affect your daily functioning and the way you relate with people.
Anger can range in intensity, from a slight annoyance to rage.
It can sometimes be excessive or irrational.
In these cases, it can be hard to keep the emotion in check and could cause you to behave in ways you wouldn’t otherwise behave.
Cognitive distortions are
Negative or irrational patterns of thinking.
Simply ways that Impostor Syndrome convinces us to believe things that aren’t really true.
Inaccurate thought patterns that
Reinforce our negative self perception and
Keep us feeling bad about ourselves
These negative thought patterns can play a role in
Diminishing our motivation,
Lowering our self-esteem
Contributing to problems like
Anxiety,
Depression, and
Substance use.
Trauma Bonding is the attachment an abused person feels for their abuser, specifically in a relationship with a cyclical pattern of abuse.
Is created due to a cycle of abuse and positive reinforcement
After each circumstance of abuse, the abuser professes love, regret, and trying to make the relationship feel safe and needed for the abused person.
Hence Abused
Finds leaving an abusive situation confusing and overwhelming
Involves positive and/or loving feelings for an abuser
Also feel attached to and dependent on their abuser.
Emotional abuse involves controlling another person by using emotions to Criticize , Embarrass ,Shame ,Blame or
Manipulate .
To be abusive there must be a consistent pattern of abusive words and bullying behaviours that Wear down a person’s Self-esteem and Undermine Their mental health.
Most common in married relationships,
Mental or emotional abuse can occur in any relationship—including among
Friends
Family members and
Co-workers
Attachment-related patterns that differ between individuals are commonly called "attachment styles."
There seems to be an association between a person’s attachment characteristics early in life and in adulthood, but the correlations are far from perfect.
Many adults feel secure in their relationships and comfortable depending on others (echoing “secure” attachment in children).
Others tend to feel anxious about their connection with close others—or prefer to avoid getting close to them in the first place (echoing “insecure” attachment in children).
Borderline personality disorder, characterized by a longing for intimacy and a hypersensitivity to rejection, have shown a high prevalence and severity of insecure attachment.
Attachment styles in adulthood (similar to attachment patterns in children):
Secure
Anxious-preoccupied (high anxiety, low avoidance)
Dismissing-avoidant (low anxiety, high avoidance)
Fearful-avoidant (high anxiety, high avoidance)
Conduct disorder is an ongoing pattern of behaviour marked by emotional and behavioural problems.
Ways in which Children with conduct disorder behave are
Angry,
Aggressive,
Argumentative, and
Disruptive ways.
It is a diagnosable mental health condition that is characterized by patterns of violating
Societal norms and
Rights of others
It's estimated that around 3% of school-aged children have conduct disorder and require professional treatment .
It is more common in boys than in girls.
Oppositional defiant disorder (ODD) is a psychiatric disorder that typically emerges in childhood, between ages 6 and 8, and can last throughout adulthood.
ODD is more than just normal childhood tantrums
Frequency and severity of ODD causes difficulty at home and at school.
Children with ODD also struggle with learning problems related to their behavior.
Two types of oppositional defiant disorder:
Childhood-onset ODD:
Present from an early age
Requires early intervention and treatment to prevent it from progressing into a more serious conduct disorder
Adolescent-onset ODD:
Begins suddenly in the middle- and high-school years, causing conflict at home and in school
There have been at least 13 different types of intelligence that have been identified so far.
These different ways of being smart can help people perform in different areas from their personal life, business, to sports and relationships.
Attachment is an emotional bond with another person. John Bowlby described attachment as a "lasting psychological connectedness between human beings.“
Earliest bonds formed by children (with caregivers) have a tremendous impact that continues throughout life and Attachment so developed
Serves to keep the infant close to the mother, thus improving the child's chances of survival.
Are innate drive Children are born with and is a product of evolutionary processes
Emerges and are regulated through the process of natural selection,
Are characterized by clear behavioural and motivation patterns.
Nurturance and responsiveness were the primary determinants of attachment.
Children who maintained proximity to an attachment figure were more likely to
Receive comfort and protection, and
More likely to survive to adulthood.
e-RUPI is a person and purpose-specific cashless e-voucher designed to guarantee
that the stored money value reaches its intended beneficiary and can only be used for
the specific benefit or purpose for which it was intended. The idea is to create a minimal
logistics, leak-proof delivery mechanism for a wide range of government Direct Benefit
Transfer (DBT) programs across the country. The digital e-voucher platform can also
be used by organizations who wish to support welfare services through e-RUPI instead
of cash
The term ‘Moonlighting’ became popular in America when people started working a second job in addition to their regular 9-to-5 jobs. Since the rise of the work-from-home concept during the pandemic, employees got free time after work hours. While some took up their hobby in their free time, others started searching for part-time jobs. Especially in the IT industry, employees took up two jobs simultaneously and took advantage of the remote working model. This concept of working for two companies/organisations is referred to as moonlighting.
Defense mechanisms - Minor Image-Distorting Defense Level is an Immature Non depressive Level 4 ,Used to dismiss problems by distorting the image of self
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
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Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
1. The Psychology Behind Unethical Behavior
Ref- Merete Wedell-Wedellsborg,Haward Business review of Apr 12 2019
Compiled by Col Mukteshwar Prasad(Retd),
MTech(IITD),CE(I),FIE(I),FIETE,FISLE,FInstOD,AMCSI
Contact -9007224278, e-mail –muktesh_prasad@yahoo.co.in
for book ”Decoding Services Selection Board” and SSB ON line guidance
and training at Shivnandani Edu and Defence Academy
2. Summary
• Leaders are often faced with ethical conundrums(a confusing and difficult problem or question). So how
can they determine when they’re inching toward dangerous territory? There are three main
psychological dynamics that lead to crossing moral lines.
1. There’s omnipotence: when someone feels so aggrandized and entitled that they believe the rules of
decent behavior don’t apply to them.
2. Consider cultural numbness: when others play along and gradually begin to accept and embody
deviant norms.
3. Finally, when people don’t speak up because they are thinking of more immediate rewards, we see
justified neglect.
There are several strategies leaders can use to counter these dynamics, including relying on a group of
trusted peers to keep you in check, keeping a list of things you will never do for profit, and looking out for
ways you explain away borderline action
3. Story
• Sitaramji, being a senior retired Govt official was chosen President of middle class Co
operative, because people looked at him being honest ,forward thinking and naturally for
exceptional connectivity with power that be. He did streamline many things including
process and procedure ,took steps to be efficient and prudent .But the power of
position started speaking on him ,formed core group of trusted members calling shots
,decision makers, many a times rude to the point of breaking the homogeneity .Their
activities resulted in break up of society with many quarrels and naming. Morality that he
showed to others was probably not applied to him(being the king).
• One fine day he did what he was preaching against .His immediate neighbourand
colleague objected ,which ultimately resulted in court case and the King was blamed for
wrong doing .To save his skin he stooped so low and blamed, quoted many members of
society for doing the same wrong act as he had undertaken. Not only he but many of
his oraganisation members were party to it and must be punished along with him .
• Value ,Morality and Ethics went for Six and came down to be a commoner from high
pedestal he tried to show others .
4. Introduction
This scene encapsulates three psychological dynamics that lead to crossing ethical lines.
1. Onipotence: when someone feels so aggrandized and entitled that they believe the rules of decent
behavior don’t apply to them.
2. Cultural numbness: when others play along and gradually begin to accept and embody deviant norms.
3. Justified neglect: when people don’t speak up about ethical breaches because they are thinking of
more immediate rewards such as staying on a good footing with the powerful.
• The same dynamics come into play when much bigger lines get crossed in the corporate arena:
allegations of corruption at Nissan, sexual harassment charges in the media sector, privacy breaches at
Facebook, money laundering in the financial sector, and pharmaceuticals’ role in the opioid crisis.
• It is really hard to find evidence that leaders in general have become less ethical over the years.
Warren Buffett, , notes that he and vice chairman Charlie Munger
“…have seen all sorts of bad corporate behavior, both accounting and operational, induced by the
desire of management to meet Wall Street expectations. What starts as an ‘innocent’ fudge in order
to not disappoint ‘the Street’ — say, trade-loading at quarter-end, turning a blind eye to rising
insurance losses, or drawing down a ‘cookie-jar’ reserve — can become the first step toward full-
fledged fraud.”
Buffett’s note is important because it’s really about the majority of us: neither saints nor criminals
but well-meaning leaders who sometimes fail to consult their moral compass while speeding ahead
in a landscape full of tripwires and pitfalls.
For that majority, moral leadership is not simply a question of acting in good or bad faith. It is about
navigating the vast space in between.
5. Identifying omnipotence, cultural numbness, and justified neglect
• Omnipotence. Many moral lapses can be traced back to this feeling that you are invincible,
untouchable, and hyper-capable, which can energize and create a sense of elation.
• To the omnipotent leader, rules and norms are meant for everyone but them.
• Crossing a line feels less like a transgression and more like what they are owed.
• They feel they have the right to skip or redraw the lines. In the Society case , it is no
coincidence that the President’s entitled and condescending behavior comes after fairly
mixed performance in the present capacity.
• Omnipotence is not all bad but sometimes bold action is required to make breakthroughs or
real progress.
• But, the higher you climb on the ladder, the more it can become a liability.
• Especially when you have fewer people around you to keep you grounded.
• One way to gauge whether you’ve reached “peak omnipotence” is if your decisions are
met only with applause, deference, and silence.
• The psychological counterweight to omnipotence is owning your flaws.
• It’s a mature capability to look in the mirror and recognize that you are not above it all.
• Especially if you’re in a leadership position, assume you have weaknesses and think
about them regularly.
• Cultivate a group of trusted peers who will tell you the truth even when it is unpleasant.
• In addition, make sure to encourage an “obligation to dissent” among your core team.
6. Identifying omnipotence, cultural numbness, and justified neglect
• Cultural numbness. No matter how principled you are, you must recognize that, over time, the
bearings of your moral compass will shift toward the culture of your organization or team.
Our own experience in service have shown most of us(May not own up now) how cultural
numbness made us cross lines in the name of rights and obligations.
It usually starts subtly.
Wee had no option but to fit in by speaking the language, acting according to code, and dressing
to fit in.
But, in doing that, we did risk going too far — mimicking the culture of and getting caught up in a
group’s values system.
The same kind of “moral capture” takes place everywhere , not overnight, but gradually.
Psychologically we are making a trade-off between fitting into the culture and staying true to what
you value.
At first, cultural numbness can take the shape of ironic distance or disillusioned resignation when
there is a discrepancy between the two, or between the ideals your organization espouses and
what you see demonstrated and rewarded.
But the mind needs resolution.
So, over time, you stop noticing when offensive language becomes the norm or you start to
behave in ways that you would never have expected to be part of your repertoire.
7. Identifying omnipotence, cultural numbness, and justified neglect
• Cultural numbness. No matter how principled you are, you must recognize that, over time, the
bearings of your moral compass will shift toward the culture of your organization or team.
………..
• Cultural numbness is severe breakdowns in ethical leadership because it’s so hard to detect.
Leaders who have crossed a line never describe this as a clear choice on that path but as
wandering down a muddy road, where there they lost track of what was right and wrong.
They describe a process where they became numb to others’ language and behavior and then
to their own and lost their sense of objectivity. Warning bells simply stopped ringing.
Start looking out for signs of moral capture: those brief moments when you don’t recognize yourself
and indications that you are subjecting your own personal agency to the deviant norms .
Regular gut-check of whether you would be comfortable telling others and judge about what’s
going on may help stasy on course
Turn to a trusted friend or family member, who might be able to detect changes in you that you are
not able to see.
Remember to regularly extract yourself from daily mess to compare and contrast its culture with
others and remind yourself that the rest of the world may not work the same way. ursions when
there is a tangible
8. Identifying omnipotence, cultural numbness, and justified neglect
• Justified neglect. The human mind is skilled at justifying minor incursions when there is a
tangible reward at stake — and when the risk of getting caught is low.
In the story above President never expected to fight out long legal case for minor benefit that he got from
crossing the line .He thought that it will go under the carpet . Even on knowing the repercussion he never bent
to apologies and resolve issue with his colleague because he was drunk in power that be. Everyone meets the
match.
Many leaders have faced a choice between getting the reward or doing the
right thing.
The slippery slope starts right when you begin to rationalize actions and tell yourself and
others, “This is an exceptional situation,” or “We have to bend the rules a little to get
things done here,” or “We are just doing small deviation which will go unnoticed.”
These initial slips cascade into more, which turn into habits you know are
bad but which start to feel excusable and even acceptable in the given the
circumstances, and become part of your moral fabric.
It is hard to pinpoint exactly when an important line is crossed, but it’s much easier to
course-correct at the very start of the slippery slope than when you are gliding full speed
away from what is right
9. Identifying omnipotence, cultural numbness, and justified neglect
• Justified neglect……..
• Remember that power corrodes more than it corrupts, often as a result of
clever justifications of ethical neglect.
One can combat this psychological dynamic by creating formal and social contracts
that obligate all of us to do right
Rewarding ethical behavior; and
Defining and sharing your boundaries.
The latter could be as simple as making a list of things you will not do for profit or
pleasure, keeping it in a convenient place to read regularly, and occasionally showing it
to your team as a reminder.
10. Conclusion
• The reality is that, for many , there is no true straight-and-narrow path to follow.
• You beat the path as you go.
• Therefore, ethical leadership relies a personal judgment.
• Because of this, the moral or ethical dilemmas one experiences one may feel solitary or taboo
— struggles you don’t want to let your peers know about.
• It can sometimes feel shameful to admit that you feel torn or unsure about how to
proceed.
• But you have to recognize that this is part of work life and should be addressed in a direct
and open way.
• Leaders must also be mindful of the psychological conditions that push people — including
themselves — to cross ethical lines.
• Understanding the dangers of omnipotence, cultural numbness, and justified neglect are like installing the
first few warning signs on the long road of life. You will inevitably hit some bumps, but the more
prepared you are to handle them.