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

In Blind Spots: Why We Fail to Do What's Right and What to Do About It, Max H. Bazerman and Ann E. Tenbrunsel delve into the psychological and social mechanisms that cause individuals and organisations to act unethically despite their intentions to uphold moral standards. The book explores the gap between who people think they are and how they actually behave, focusing on the concept of "bounded ethicality"—the idea that our ability to act ethically is limited by cognitive biases and situational pressures.

The authors introduce the concept of ethical blind spots, unconscious biases that prevent people from recognising their own unethical behaviour. These blind spots arise because of predictable psychological tendencies, such as overconfidence in one's moral integrity, a preference for self-serving outcomes, and the inability to anticipate how situational pressures can influence behaviour. People tend to overestimate their ethicality in hypothetical situations but often fail to meet those standards in reality, creating a "want/should" gap between ideal intentions and actual actions.

Another critical concept in the book is "ethical fading," which occurs when individuals fail to recognise the ethical implications of their decisions because they focus solely on other aspects, such as financial gains or efficiency. Ethical fading is often exacerbated in organisational contexts where decision-making processes prioritise results over values. For example, corporate scandals often stem not from overt malice but from a gradual erosion of ethical awareness as employees rationalise minor infractions that accumulate over time.

The authors also discuss "motivated blindness," the tendency to overlook unethical behaviour when it benefits oneself or one's organisation. This phenomenon explains why individuals often fail to notice conflicts of interest or dismiss unethical practices when they align with personal goals. Motivated blindness underscores how self-interest subtly shapes moral judgments, leading people to excuse or ignore ethical lapses.

Bazerman and Tenbrunsel emphasise that ethical failures are not just personal issues but systemic problems deeply embedded in organisational cultures. Companies often create environments where employees face conflicting demands, such as prioritising profits over principles. These environments foster ethical blind spots by rewarding outcomes rather than the processes by which they are achieved.

The authors argue that organisations must shift their focus from reactive measures, like punishment for wrongdoing, to proactive strategies that promote ethical awareness. Structural reforms, such as transparent reporting systems, better alignment of incentives, and fostering open dialogue about ethical dilemmas, can help reduce blind spots and encourage more ethical decision-making.

The book offers practical advice for individuals and organisations to bridge the gap between their ethical aspirations and actual behaviour. Key strategies include:

1. Awareness: Recognising one's own susceptibility to biases and blind spots is the first step toward ethical improvement.
2. Precommitment: Establishing rules or guidelines in advance can help individuals and organisations act ethically under pressure.
3. Systemic Change: Organisations must redesign their systems to prioritise ethics, including rethinking incentives, leadership training, and accountability mechanisms.
4. Feedback and Accountability: Encouraging feedback and promoting accountability can help individuals and organisations stay aligned with their ethical goals.

Blind Spots sheds light on the unconscious factors that drive unethical behaviour and offers actionable steps to foster ethical awareness and integrity. By addressing the psychological and structural roots of ethical lapses, Bazerman and Tenbrunsel provide a framework for individuals and organisations to align their actions with their values, ultimately promoting more ethical decision-making in complex and competitive environments.

The key takeaways from this book

The Role of Bounded Ethicality
People’s ability to act ethically is constrained by cognitive biases and situational factors, even when they intend to make ethical decisions. This concept, called "bounded ethicality," highlights the unconscious influences that lead to moral failings, such as overconfidence in one’s morality or the inability to recognise ethical dilemmas in the moment.

Ethical Fading and Its Dangers
Ethical fading occurs when individuals lose sight of the moral dimensions of their decisions, often due to focusing on other priorities like financial performance or efficiency. This phenomenon explains why individuals and organisations can engage in unethical behaviour without fully realising it.

Motivated Blindness in Self-Interest
Motivated blindness refers to the tendency to overlook unethical actions when they serve one’s own interests or the interests of one's organisation. This bias distorts ethical judgment and fosters environments where unethical practices can thrive unnoticed.

The Gap Between Intentions and Actions
There is often a disconnect between how people believe they will behave in hypothetical ethical situations (their “should self”) and how they actually behave when faced with real-world pressures (their “want self”). Recognising this gap is essential for improving ethical decision-making.

Proactive Strategies for Ethical Decision-Making
To reduce ethical blind spots, individuals and organizations must implement proactive measures such as:

• Raising awareness of biases and unconscious influences.
• Establishing precommitments to ethical guidelines before challenges arise.
• Aligning organisational incentives with ethical behaviour rather than just outcomes.
• Creating systems for accountability and open discussions about ethics.