Members of organizations are naturally moved to consider the approaches and views of their peers in order to gauge others' reactions to their decisions and evaluate where they stand relative to organizational norms. On the other hand, the authors found strong evidence that this tendency has important consequences for ethical decision making, and that people aren't really great at estimating the percent of others who agree with their picks. Especially, they claim that individuals fall victim to a False-Consensus Bias, needing to believe that others are more like them than not.
In a workplace environment, the potential risk is that employees who behave in ways that most others consider unethical may believe that their actions are in line with the socially-shared moral standard when making determinations. And as we have found, the end-effects can be widespread and acute.
PUBLICATION DATE: September 01, 2009 PRODUCT #: ROT091-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
Who's With Me False Consensus and Ethical Decision Making Case Study Solution
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