When Good People Do Bad Things at Work
Dennis J. Moberg
Rote behavior, distractions, and moral exclusion stymie ethical behavior on the job.
The news is full of the exploits of corporate villains. We read about how officials at Lincoln Savings and Loan bilked thousands out of their customers' retirement nest eggs. There are stories of the lies Brown and Williamson Tobacco executives told about the addictive nature of cigarettes and the company's subsequent campaign to destroy whistle-blower Jeffrey Wigant. Also in the news are the top managers at Time Warner who looked the other way rather than forego millions from the sale of rap music with lyrics that advocated violence directed at women and the police. Such acts are hard to forgive. Scoundrels such as these seem either incredibly weak or dangerously flawed.
Yet not all corporate misdeeds are committed by bad people. In fact, a significant number of unethical acts in business are the likely result of foibles and failings rather than selfishness and greed. Put in certain kinds of situations, good people inadvertently do bad things.
For those of us concerned about ethical actions and not just good intentions, the problem is clear. We must identify the situational factors that keep people from doing their best and eliminate them whenever we can.
Problem No.1: Scripts
One factor is something psychologists call scripts. This term refers to the procedures that experience tells us to use in specific situations. When we brush our teeth or congratulate a friend on the arrival of a new grandchild, we probably use scripts.
Unlike other forms of experience, scripts are stored in memory in a mechanical or rote fashion. When we encounter a very familiar situation, rather than actively think about it, we reserve our mental energy for other purposes and behave as though we are cruising on automatic pilot.
In a classic psychological experiment, people approached someone at an office machine making copies and asked, "May I please make just one copy because..." The person at the machine generally complied with this request, but the really interesting finding was that the likelihood of compliance was totally independent of the reasons stated. In fact, superfluous reasons such as "because I need to make a copy" were just as successful as good reasons such as "because my boss told me she needed these right away." Apparently, we have all experienced this situation so often that we don't give the reasons our full attention, not to mention our careful consideration.
One ethical lapse clearly attributable to scripts was Ford Motor Co.'s failure to recall the Pinto in the 1970s. The Pinto was an automobile with an undetected design flaw that made the gas tank burst into flames on impact, resulting in the death and disfigurement of scores of victims. Dennis Gioia, the Ford recall coordinator at the time, reviewed hundreds of accident reports to detect whether a design flaw was implicated. Later, he recalled,
When I was dealing with the first trickling-in of field reports that might have suggested a significant problem with the Pinto, the reports were essentially similar to many others that I was dealing with (and dismissing) all the time..... I was making this kind of decision automatically every day. I had trained myself to respond to prototypical cues, and these didn't fit the relevant prototype for crisis cases.
Situations like this occur frequently in the work world. Repetitive jobs requiring vigilance to prevent ethical lapses can be found in quality control, customer service, and manufacturing. In this respect, consider what happened when a nurse with a script that called for literal obedience to a doctor's written orders misread the directions to place ear drops in a patient's right ear as "place in Rear." Good people can inadvertently do very bad things.
Scripts may also be at work when we come face to face with those who are suffering. In situations where we observe the pain of those in need, scripts permit us to steel ourselves against feelings of empathy. Most of us have been approached by the homeless on the street, exposed to horrific images on the television news, and asked for donations on behalf of the victims of natural disasters.
According to research at the University of Kansas, scripts allow people to avoid responsibility for the suffering of others in situations when providing help appears costly. In work contexts, this might explain why businesspeople do not always respond philanthropically to documented cases of human suffering. What appears to be calculated indifference may actually not be calculated at all.
Whenever there is repetition, there are likely to be scripts. Accordingly, the best way to eliminate the potential of scripts to result in nethical behavior is to keep people out of highly repetitive situations. Technology can and has been used to eliminate highly routine tasks, but job rotation is also an option. For example, The Daily Oklahoman newspaper of Oklahoma City cross-trains most of its editors and schedules them to switch roles often. This helps keep the editors mentally sharp.
One editor who often switches roles from night to night commented: "You're fresh when you come to a particular job. Like last night I did inside [design], and it was a long and torturous night because of the large paper. But then again I turn around and do something thoroughly different tonight, so I don't feel like I'm trudging back to the same old rut again."
Oklahoman News Editor Ed Sargent thinks editing quality has improved because those who switch roles are exposed to the different approaches their colleagues take to the job. "Every editor has different opinions, obviously, about what's a big error and what's a little error," he said. Although the original intent of the role switching was to distribute stress more evenly, a side effect is that the paper is probably less prone to ethical lapses.
Problem No. 2: Distractions
Scripts are cognitive shortcuts that take the place of careful thinking. A similar human tendency is our mindless treatment of distractions. Think for a moment about the last time you drove to a very important meeting. Once there, were you able to recall any details of your journey? Most of us cannot, which demonstrates that when concentrating on completing an involving task, we don't deal well with distractions.
This inattention to what is happening on the periphery can get us into trouble with our spouses and significant others, and it can also result in ethical lapses. In one very telling experiment, divinity students were told that they had to deliver a lecture from prepared notes in a classroom across campus. Half the students were told they had to hurry to be on time, and the other half were told they had more than ample time.
On the way, the students came across a person in distress (actually an actor), who sat slumped motionless in a doorway, coughing and groaning. Shockingly, only 16 of the 40 divinity students stopped to help, most of them from the group that had ample time. To those in a hurry, the man was a distraction, a threat to their focus on giving a lecture. Ironically enough, half of them had been asked to discuss the parable of "The Good Samaritan."
Mindlessness about distractions at work is most pronounced when employees, with limited means of gaining perspective, are encouraged to be focused and driven. The best way to combat this tendency is for senior managers to model the virtue of temperance. If the president of a company is a workaholic, it is difficult to convince employees to be open to problems on the outskirts of their commitments. In contrast, an organizational culture that facilitates work-family balance or encourages employee involvement in the community may move experiences that should not be seen as mere distractions onto the center stage of consciousness.
Problem No. 3: Moral Exclusion
A final problem that brings out the worst in good people is the very human tendency to morally exclude certain persons. This occurs when individuals or groups are perceived as outside the boundary in which moral values and considerations of fairness apply. The most striking example occurs during warfare when the citizens of a country readily perceive their enemies in demonic terms. Yet, this tendency to discount the moral standing of others results in us discounting all kinds of people, some of them as close as co-workers and valued customers.
Greater awareness and extensive training have reduced some of the exclusion women and people of color have historically experienced. More work needs to be done in this area, as well as in other equally insidious forms of exclusion.
One way such exclusion shows up is in our use of pronouns. If we are in marketing and they are in production, the chances are that the distance may be great enough for us to be morally indifferent to what happens to them. Similarly, if we use stereotypic terms like bean counter or sneer when we say management, then it is clear that people in these categories don't count.
Not surprisingly, one way to expand the scope of justice is to promote direct contact with individuals who have been morally excluded. One company that applied this notion in an intriguing way is Eisai, a Japanese pharmaceutical firm. In the late 1980s, Haruo Naito had recently become CEO, and his closest advisers expressed concern that his managers and employees lacked an understanding of the end users of Eisai's products.
Hearing this, Naito decided to shift the focus of attention from the customers of his company's products—doctors and pharmacists—to their customers—patients and their families. Eisai managers, he decided, needed to identify better with end users and then infuse the insights from this sense of inclusion throughout the organization. This was a revolutionary idea for this company of 4,500 employees, but Naito believed his employees needed a more vivid reason to care deeply about their work.
"It's not enough to tell employees that if they do something, the company will grow this much or their salary will increase this much. That's just not enough incentive," says Naito. "You have to show them how what they are doing is connected to society, or exactly how it will help a patient." Accordingly, Naito decided to send 100 managers to a seven-day seminar: three days of nursing-home training and four days of medical care observation.
These managers were then sent to diverse regions throughout Japan, where they had to deal with different people, many of whom were in critical condition. They met patients with both physical and emotional problems; some of the patients they came in contact with died during their internships.
This pilot program grew to include more than 1,000 Eisai employees. Pretty soon, even laboratory support personnel had to leave their benches and desks and meet regularly with pharmacists and hospital people.
"Getting them out of the office was a way to activate human relationships," says Naito. Another way was to institute hotlines, which have generated product ideas. As a consequence, many new Eisai drugs were produced, including some that have promise in dealing with Alzheimer's disease. Clearly, moral inclusion was stimulated at Eisai at least insofar as the end users of its products are concerned.
Failing to Bother
Jesuit scholar James F. Keenan reminds us that "sinners in the New Testament are known not for what they did, but for what they failed to do—for failing to bother." We are all prone to this failure, but not necessarily because we are sinners. Repetition, distractions, and our natural tendency to exclude those unfamiliar to us cloud our best thinking and forestall the expression of our virtues. We owe it to ourselves to resist these pernicious influences, and we owe it to those in our work communities to help them to do the same.
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Shaw, Laura L., Batson, C. Daniel, and Todd, Matthew R. "Empathy Avoidance: Forestalling Feeling for Another in Order to Escape the Motivational Consequences." Journal of Personality and Social Psychology 67.5 (1994): 879887.
Craig, D. "Cross-training, Rotation Leads to Less Stress." The American Editor 788 (January 1998): 1617.
Opotow, S. "Moral Exclusion and Injustice: An Introduction." Journal of Social Issues 46 (1990): 120.
Cooper, R. K., and Sawaf, A. Executive EQ: Emotional Intelligence in Leader-ship and Organizations. N.Y.: Grosset/ Putnam, 1996.
This article was originally published in Issues in Ethics - V. 10, N. 2 Fall 1999.
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