Psychology and other social sciences offer a huge body of experimental studies that demonstrate the allure of cheating. In The Ethical Executive: Becoming Aware of the Root Causes of Unethical Behavior: 45 Psychological Traps that Every One of Us Falls Prey To (Stanford University Press, 2008), Robert Hoyk and Paul Hersey describe ethical traps inherent in any organizational environment.
Many of these traps are psychological in nature, creating “webs of deception” that distort our perception of right and wrong. Such rationalizations lead us to believe our unethical behavior is normal and appropriate, and they have contributed to large-scale corporate disasters like the Enron and WorldCom affairs.
The Brain Science of Traps
Fish are caught in wire cages with funnel-shaped entrances, which are designed to direct the fish to swim inside.
In the same way, individuals and organizations move in a certain direction—one that may trap them if they fail to reverse an ill-fated course.
At any given moment, we have impulses that motivate us to act. They are reactions to internal or external stimuli, which may be powerful enough to trigger automatic behavior. At this point, we may rationally ignore other (and better) options.
Other times, we’re aware of several distinct choices, but the stimulus’ effect overrides these potential actions. We may desire a specific outcome so strongly that it propels us to move in an unsound direction. Anxiety and stress may also compel us to make choices that alleviate our short-term distress, yet lead to irrevocable long-term consequences.
Four Basic Tribal Drives
Some experts believe we’re motivated by four basic human drives that have evolved from our primitive ancestors:
1. The drive to acquire and improve our status in the tribe
2. The drive to bond with others
3. The drive to learn and acquire knowledge
4. The drive to defend and protect
These drives are especially evident in American and other modern cultures. We work hard to provide for our families, far beyond our survival needs for food, clothing and shelter. Many of us are highly motivated to land the best job, home and/or salary possible. It’s human nature to want to acquire things that make our families comfortable and happy. Many of us are driven to be the smartest or most prestigious person in the room.
Much of our energy goes toward protecting what we have and defending our territories, families, positions, rights and freedoms—a strong drive that explains why nations go to war.
Organizations are like theaters, where actors play out their desires to acquire, bond, learn and defend. There’s no better stage to demonstrate our tribal drives, and nowhere are there more daily opportunities to choose between right and wrong.
