Presented by:Bijay pandey

Presentation ON

HOW (UN)ETHICAL ARE YOU?Banaji, Bazerman, and Chugh

Brief introduction of writer

2

Mahzarian R.Banaji is the Richard Clarke Cabot Professor of Social Ethic in the

department of psychology at Harvard University and the

Carol k. pforzheimer professor at Harvard Radcliffe

institute for advanced study in Cambridge Massachusetts.

3

Max H.Bazerman is the jesse Isidor Stratus Professor of Business Administration at Harvard Business school in Boston.

4

Dolly chugh a Harvard Business School MBA, is now doctoral candidate in Harvard University’s join program in organizational behavior and social psychology

Introduction

• Ethical behavior - a act in ways consistent with what society and individuals typically think are good values.

• Unethical behavior - an action that falls outside of what is considered morally right or proper for a person, a profession or an industry.

5

What do you think?? Is it ethical or unethical??

6

Being “ethical” or “unethical”

• Self-perception is often biased

• Managers are often biased without knowing.

• These flawed judgments are ethically problematic and

costly that undermine the manager fundamental work.

• Article explores four related sources of unintentional

unethical decision making.

7

Sources of unintentional unethical decision-making

1. Implicit Prejudice:

• Bias that emerges from unconscious beliefs.

• Mental associations may not be true.

• People judge according to unconscious stereotypes and attitudes.

• Biases can be costly. They may lead to wrong decisions (e.g. in hiring a firing decisions)Example: black and white men violence, portray women as sex objects, Imply that physically disabled are mentally weak and the poor are lazy .

8

• Relationship between participants’ implicit gender

stereotypes and their hiring decision is to select a

qualified women for a job requiring stereotypically

“feminine” qualities such as interpersonal skill

rather than for a job that require stereotypically

“masculine” personality qualities such as ambition

or independence.

9

2. In-Group Favoritism

• Bias that favors your group

• Discrimination against others different and the

misallocation of resources

• Give extra credit for group member ship.

• It erodes the bottom line and may lead to losses or

lower profits

10

3. Overclaiming Credit

• Bias that favors you

• People tend to over estimate their contributions

• Claiming too much credit can destabilize alliances

• May also reduce performance and the longevity of

groups.

11

4. Conflict of Interest

• Bias that favors those who can benefit you

• Conflict of interest can lead to intentionally corrupt

behavior.

• Example: earn fees for referring patients into clinical

trails ,lawyers earn fees based on their clients award

or settlement.

12

Trying Harder Isn’t Enough

• Corporation organized ethics training program for manager.

• World’s leading business have created new course and

chaired professorships in ethics.

• Give focus on teaching broad principles of moral philosophy

to help managers understand the ethical challenges they face.

• Manager make wiser more ethical decision if they become

mindful of their unconscious biases.13

1. Collect data

• Gather data and analyze them.

• Reduce unconscious bias .

• Observe results to determine whether you are biased.

• IAT is another valuable strategy for collecting data.

• At least 75% of test takers show an implicit bias favoring the young, the rich

and whites.

14

2. Shape your Environment

• Working with different group of people and

understanding the extent of biasness.

• Implicit attitude can be shaped by external cues in the

environment.

• Expose oneself to images and social environment that

challenges stereotypes.

15

3. Broaden your decision making

• According to Philosopher John Rawls’s concept of

the “veil of ignorance”

• Only a person ignorant of his own identity is

capable of truly ethical decision

17

Veil of Ignorance

17

Ways to Broaden Decision Making

•Think from various viewpoints

•Think from the viewpoints of all the individuals who

are impacted

18

The Vigilant Manager

• Managers who aspire to be ethical must challenge the

assumption that they are always unbiased and

acknowledge that vigilance, even more than good

intention, is a defining characteristic of an ethical manager

• Only those who understand their own potential for

unethical behavior can become the ethical decision makers

that they aspire to be.

19

Collecting of Data

• The first step to avoid unconscious bias.• Better data are easily but rarely collected.• Many people surprised after knowing their own biased decisions on

IAT.• Examine our decisions systematically.• Unpacking of Data.• A simple strategy that managers should routinely follow to evaluate

fairness of their own claims as well as over claiming of the sub-ordinates.

• Can help align perception with reality, restore commitment and reduce skewed sense of entitlement.

20

• So IAT can be a very good way to collect data.

• While collecting data, we must be careful not to

expose private information.

• Knowing the magnitude and pervasiveness of

own biasness can help improve quality of the

decision.

21

Limitation/Weakness

• One group decision can hamper other group members.

• High priority to known members.• Unconscious over claiming can be expected to reduce

the performance.• Unfair judgment. • Fair minded people strive to judge others according

to their merits.• Biasness between male and female in economic and

social context.

22

Improvement

• Fair judgment on the basis of qualification ,experience and so

on.

• Priority to known and unknown members equally.

• Decision based on critical evaluation.

• Selection of male and female as per their qualification.

• Decision should be based on issue.

23

Critical Review

• No book or academy can teach decision making

• Given ideas and examples are totally practical and of real world.

• Great importance of ethical decisions for managers.

• Explained clearly about the unintentional decision making by

people.

• Explained how to improve decision making process and ways to

reduce biasness.

24

25

Purely Unethical

Purely ethical

Which side are you looking at?

NOW, IT’S YOUR TURN……

26

Ethics is knowing the difference between what you have a right to do and what is right to do.-Potter Stewart