LEADER 04646nam 2200805Ia 450 001 9910963721803321 005 20200520144314.0 010 $a9786613001306 010 $a9781400837991 010 $a1400837995 010 $a9781283001304 010 $a1283001306 024 7 $a10.1515/9781400837991 035 $a(CKB)2550000000099635 035 $a(EBL)664630 035 $a(OCoLC)709551200 035 $a(SSID)ssj0000654679 035 $a(PQKBManifestationID)11389746 035 $a(PQKBTitleCode)TC0000654679 035 $a(PQKBWorkID)10663323 035 $a(PQKB)10233349 035 $a(MdBmJHUP)muse43128 035 $a(DE-B1597)453743 035 $a(OCoLC)979629432 035 $a(DE-B1597)9781400837991 035 $a(Au-PeEL)EBL664630 035 $a(CaPaEBR)ebr10559577 035 $a(Au-PeEL)EBL4968533 035 $a(CaONFJC)MIL300130 035 $a(iGPub)PUPB0001091 035 $a(Perlego)735094 035 $a(MiAaPQ)EBC664630 035 $a(FR-PaCSA)88807830 035 $a(FRCYB88807830)88807830 035 $a(EXLCZ)992550000000099635 100 $a20101122d2011 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aBlind spots $ewhy we fail to do what's right and what to do about it /$fMax H. Bazerman, Ann E. Tenbrunsel 205 $aCourse Book 210 $aPrinceton, N.J. $cPrinceton University Press$dc2011 215 $a1 online resource (204 p.) 300 $aDescription based upon print version of record. 311 08$a9780691147505 311 08$a0691147507 311 08$a9780691156224 311 08$a0691156220 320 $aIncludes bibliographical references and index. 327 $tFrontmatter -- $tContents -- $tAcknowledgments -- $tChapter 1. The Gap between Intended and Actual Ethical Behavior -- $tChapter 2. Why Traditional Approaches to Ethics Won't Save You -- $tChapter 3. When We Act against Our Own Ethical Values -- $tChapter 4. Why You Aren't as Ethical as You Think You Are -- $tChapter 5. When We Ignore Unethical Behavior -- $tChapter 6. Placing False Hope in the "Ethical Organization" -- $tChapter 7. Why We Fail to Fix Our Corrupted Institutions -- $tChapter 8. Narrowing the Gap -- $tNotes -- $tIndex 330 $aWhen confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and how we act unethically without meaning to. From the collapse of Enron and corruption in the tobacco industry, to sales of the defective Ford Pinto, the downfall of Bernard Madoff, and the Challenger space shuttle disaster, the authors investigate the nature of ethical failures in the business world and beyond, and illustrate how we can become more ethical, bridging the gap between who we are and who we want to be. Explaining why traditional approaches to ethics don't work, the book considers how blind spots like ethical fading--the removal of ethics from the decision--making process--have led to tragedies and scandals such as the Challenger space shuttle disaster, steroid use in Major League Baseball, the crash in the financial markets, and the energy crisis. The authors demonstrate how ethical standards shift, how we neglect to notice and act on the unethical behavior of others, and how compliance initiatives can actually promote unethical behavior. They argue that scandals will continue to emerge unless such approaches take into account the psychology of individuals faced with ethical dilemmas. Distinguishing our "should self" (the person who knows what is correct) from our "want self" (the person who ends up making decisions), the authors point out ethical sinkholes that create questionable actions. Suggesting innovative individual and group tactics for improving human judgment, Blind Spots shows us how to secure a place for ethics in our workplaces, institutions, and daily lives. 606 $aBusiness ethics 606 $aCorporate culture 606 $aDecision making$xSocial aspects 615 0$aBusiness ethics. 615 0$aCorporate culture. 615 0$aDecision making$xSocial aspects. 676 $a174/.4 686 $a08.38$2bcl 700 $aBazerman$b Max H$0323714 701 $aTenbrunsel$b Ann E$01795558 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910963721803321 996 $aBlind spots$94336931 997 $aUNINA