Analysis of bazermans blind spots book

What ethical challenges do they face. Bazerman uses the Challenger explosion as an example to show the extreme results that can arise from organizational honest gaps, like practical boundaries, to operate a vehicle home the idea.

This book takes such studies and accompanying methodology to look at different big-ticket policy outcomes in the public and private sector how far car-makers should install safety features, unsatisfactory US laws on transparency by big accounting firms, controversial climate change legislation, the US federal budget deficit.

Why Do We Fail to Do What's Right? Bring Your Questions for Authors of Blind Spots

Focus too narrowly on goals and neglect non-goal areas; 2. Ethical fading occurs when we remove ethics from our decision-making process, perhaps because we are focusing on organizational or other goals. Reward systems intended to encourage ethical behavior can also go awry.

Engage in risky behavior; 3. Interest in this approach to ethics, often called behavioral ethics, can help all of us notice the unethical actions around us. He demonstrates this by detailing that even though ethicists tend to act more morally than most, they remain human and therefore flunk in ethical action like everyone.

We also ignore unethical behavior in others, due to four main reasons. Also, how do high profile crimes affect that genre of crime.

Or they can tend to explain away unethical behaviour by their group while focusing on supposed unethical behaviour by others.

Blind Spots: Why We Fail to Do What's Right and What to Do about It

Tobacco, Auditing, and Energy. The authors analyze major recent ethical lapses through this lens, such as Enron, steroids in baseball, and corporate misbehavior. Focus on extrinsic instead of intrinsic motivation; 4.

Blind Spots: Why We Fail to Do What's Right and What to Do about It

When it comes to system 1, this decision making is what people instinctually do without great deal of thought, which is way better known as "gut instinct, " whereas system 2 uses logical thought and focus on fine detail to derive rational decision-making.

The audience wants a performance as good as on the record, but not at the expense of faking it. When we think about a decision, we believe we will act ethically because we think abstractly see the forest.

Bazerman and Ann E. Below is a summary with many direct quotes from the book. It required rotation of lead auditor, but not auditing firm. Aug 31, Kristin rated it it was amazing This is a great book about how people are much more unethical than they think they are. Change the default option.

In one university, books on ethics are more likely to go missing from libraries than non-ethics books; Organisational diversity programs can lead to reduced diversity; Setting up punitive systems e. So now those terms: It permitted auditors to work for companies they audit.

Examples are Germans under Hitler and Arthur Andersen. The requirement for providing incontrovertible evidence a change is needed, for example the auditing profession. Analysis of Bazerman's 'Blind Spots' Book Analysis of Bazerman's 'Blind Areas' Book In chapter one, Bazerman presents the reader to the thought that individuals overestimate their capacity to do the right thing, however in simple fact, they unintentionally respond within an unethical manner.

Having identified many subtle problems, the authors do less well in identifying ways to improve things. Ethical fading occurs when we remove ethics from our decision-making process, perhaps because we are focusing on organizational or other goals.

It permitted auditors to work for companies they audit. The authors, in extensive research, found most instances of corruption, and unethical behavior in general, are unintentional, a product of bounded ethicality and the fading of the ethical dimensions of the problem. They have a website too: When it comes to decision making, Bazerman clarifies that two distinctive modes help people make moral decisions: Bazerman shows us that people are quite capable of committing unethical functions such as cheating even though we imagine we live doing the right thing.

The search for the smoking gun.

Analysis of Bazerman's 'Blind Areas' Book

However, that is not always the situation, and there are times when people underestimate just how emotionally intense a situation might be, because of this, the first time the shooting starts, they freeze.

Distinguishing our "should self" the person who knows what is correct from our "want self" the person who ends up making decisionsthe authors point out ethical sinkholes that create questionable actions. To greatly help better get ready, you need to think about the various motivations that can impede decision making.

Even though companies appear to have good motives, the programs neglect to identify the sources of unethical patterns, which stem from undue stresses that are placed on people from management to meet financial goals in a system that was created to maximize profits.

Expressing shifting views of the facts. And, they leave the experiment with their positive self-image intact. What pressures do employees feel and why?. That post was adapted from a new book called Blind Spots: Why We Fail to Do What’s Right and What to Do about It.

The authors are Max Bazerman, a professor at Harvard Business School, and Ann Tenbrunsel, a professor of business ethics at Notre Dame. This paper reviews recent research on unintentional unethical behavior and provides an overview of the conditions under which ethical blind spots lead good people to cross ethical boundaries.

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.

Many of the blind spots described impact our activities in the areas of business innovation, negotiation, and communication. The book suggests that there are ten common sources of these blind spots, and some simple ways to decrease their impact.

Not stopping to think* Our society is action oriented and sometimes hectic. "Blind Spots: Why We Fail to Do What's Right and What to Do about It" by Max H.

Bazerman and Ann E.

5 Blind Spots: Blocking God's Work in You

Tenbrunsel (Princeton University Press, ) " Blind Spots is a bold argument against the decency of human beings, showing how we subvert our ethical principles time and time again.

! 1! Knowing and Overcoming Your Blind Spots Summary (based on her book BLIND SPOTS) Madeline L. Van Hecke Blind Spots We make mistakes all of the time.

Analysis of bazermans blind spots book
Rated 3/5 based on 20 review
Blind Spots: Why We Fail to Do What's Right and What to Do about It by Max H. Bazerman