![]() ![]() These are key considerations for any business. We need to look at the environment again: how we are positioning all of our employees in their day-to-day work? Are we setting them up for failure in terms of these ethical traps? What safety nets are we placing underneath them as they walk that tightrope, navigating through what a peer may ask, what a customer may say or demand, and so on and so forth?” Susan Alevas asked in a recent BLR webinar. ![]() “These are things that organizations – particularly senior leaders and other leaders within the organization – need to be sensitive to. This manifests as “everyone is doing it, so why not me?” or “why should I stick my neck out?” ![]() For example, an employee may not be sure how to approach a possibly unethical situation, so he or she may simply opt to close it out without having the difficult conversation about ethics. Individuals also have the need for closure, which can lead to conflict avoidance.Individuals may also feel the need to be obedient to authority, even when they are being asked to do something they feel is wrong.When an organization begins rewarding the wrong things, this can lead to cutting corners on safety, quality, etc. Individuals may begin cutting corners due to misplaced incentives.Leaders often have an irrational sense of entitlement, feeling “I should be allowed to do this,” or “I deserve this.”.Senior leaders fail to “walk the talk” – they are guilty of modeling inappropriate behavior. ![]()
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