Understanding the Hidden Drivers of Unethical Decisions

This article examines the psychological factors that can drive unethical behavior in workplace settings. The article explores how desires for small wins and social validation, overconfidence bias, and rationalizations of unethical pro-social behavior can undermine integrity. It discusses how these cognitive distortions and motivations contributed to escalating issues like fabricated metrics and regulatory non-compliance in various companies. To address these tendencies, the article recommends that leaders clearly communicate ethical guidelines, model adherence to standards consistently, establish a just culture of accountability and learning, and emphasize integrity as a non-negotiable priority above short-term outcomes. By understanding and mitigating these hidden drivers, the article suggests executives can foster an organizational culture grounded in principled decision-making.