Consider the following scenario. You’re facing pressure to meet quarterly targets, but the numbers aren’t quite where they need to be. With a deadline looming, you “round up” a figure just slightly to make the results look better.

This kind of thinking is far more common than many realize. Research in behavioural ethics shows these subtle choices are exactly how unethical behaviour takes root in organizations.

Most people see themselves as fair, rational and ethical, yet research in behavioural ethics consistently shows we are far less objective than we assume.

Even well-intentioned people can explain away questionable actions — not because they’re immoral, but because their minds are wired to protect their moral self-image.

The concept of moral disengagement describes the subtle mental moves people use to convince themselves that ethical standards don’t apply “just this once.” Rather than viewing themselves as rule-breakers, people reframe their behaviour in ways that allow them to feel moral while acting otherwise.

These rationalizations tend to take the following forms:

These narratives allow people to preserve a positive self-image even when their actions contradict their values. Over time, these narratives can normalize misconduct and corrode workplace culture.

Unethical behaviour in organizations isn’t rare, nor is it limited to a few “bad apples.” Research indicates that harmful or dishonest actions at work result in significant financial losses for companies and society, amounting to billions of dollars each year.

While we often assume unethical behaviour is driven by personal greed, high-profile corporate scandals tell a different story. In cases like the

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