To the Point: Dispatches from the Ethical Frontier
What's the upshot?
While our Center is situated within a premier research university, we recognize that for the ideas scholars explore to have the greatest impact, findings need to go beyond academic journals. The write-ups in this section attempt to repackage research into short, actionable summaries. Of course, if one piques your interest and you'd like to learn more about the work behind it, do not hesitate to contact us.
A new study on high performance goals, depletion, and unethical behavior shows that it might be time to pump the brakes on the pressure and realize the potential harm it could be doing.
We all know that tone at the top is important: without legitimate, committed support from senior management, even the best ethics program will fail. But if you’re a huge company with multiple locations and operations, how do you spread the message of your values to your most remote employees? How do you tailor the messaging to be relevant to different units with different purposes? And how do you stay aware of what’s happening on the ground in each location?
Trainings are ubiquitous in the corporate world. In addition to learning about their actual jobs, employees go through trainings on their organizations’ policies, procedures, norms, strategies, and of course, values. But not all learning is created equal. When it comes to impacting behavior, consider leveraging the good old-fashioned power of story.
“Can I give you a little feedback?” It’s something we all hear or say from time to time, and what follows is often accompanied by awkwardness and anxiety on one or both ends of the conversation. But what if we could release the tension and leverage feedback on a more regular basis?
Ethical decision-making isn’t always as rational as we often think it is. Here’s how subconscious priming can actually make people more ethical.
All companies need to have a code of conduct, but can most employees tell you what it says? At Georgia-Pacific, probably so. See how their innovative scenario-based training is changing the game.
Tim Judge's work on individual differences reveals that a few simple tests added into the selection process may be the most accurate (and cost-effective) way to ensure that your organization has ethical employees.
Across the spectrum, Ann Tenbrunsel says, we’re all prey to thinking we’re more ethical than we really are. The good news is that there are proactive steps businesses can take to avoid common pitfalls.
They’re everywhere, and they can help—but it’s not automatic. Ed Conlon looks into how to ensure mission and values statements make a real impact.
Traditionally, teaching ethics involved reasoning through abstract cases. Chris Adkins argues that after all we’ve learned through neuroscience, social psychology, and behavioral economics, it’s clear we can’t leave out emotion.
Reinforcing common values can be challenging across a huge company—but as the case of IBM shows, technology can make the process easier.
When it comes to carbon emissions, corporate instincts may be to keep levels quiet. But three accounting researchers find that disclosing may actually help a company’s financial performance.
Knowing that hiring ethical people means building a better organization, what predictors can savvy employers use to assess a potential employee’s ethical fiber?
When designing ethics curriculum, focusing on the examples of failed ethics could actually decrease ethical behavior of students and trainees.
Founded on interdisciplinary research and tested within the high-stakes environment of the United States Air Force, a conceptual framework used there could help take your organization to the next level.