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J Bus Ethics (2012) 105:1725 DOI 10.1007/s10551-011-0931-9
Managers and Moral Dissonance: Self Justication as a Big Threat to Ethical Management?
Jonathan Lowell
Received: 11 August 2010 / Accepted: 4 June 2011 / Published online: 17 June 2011 Springer Science+Business Media B.V. 2011
Abstract This article discusses the implications of moral dissonance for managers, and how dissonance induced self justication can create an amplifying feedback loop and downward spiral of immoral behaviour. After addressing the nature of moral dissonance, including the difference between moral and hedonistic dissonance, the writer then focuses on dissonance reduction strategies available to managers such as rationalization, self afrmation, self justication, etc. It is noted that there is a considerable literature which views the organization as a potentially corrupting institution and a source of acute levels of moral dissonance. A simplied process model linking immoral behaviour, dissonance and rationalization is mooted, and some recent theories which question traditional dissonance models, including the free choice paradigm (FCP), are considered. The writer concludes that in the light of the above mentioned critical theories, it may be assumed that the levels of moral dissonance, and the extent of rationalization/self justication amongst managers, are more a function of personality and situational factors than previously assumed.
Keywords Management Morality Cognitive
dissonance Moral dissonance Self justication
Free choice paradigm
Introduction
The truth is that social psychology has not had a major impact on business ethics. However, a number of ground
breaking theories which have surfaced over the last half century or so can tell us a great deal about why we might act morally, or otherwise. Because organizations are essentially made up of groups, or teams, it is not surprising that social psychology has something to say about them, and there has been some recognition, from some researchers, of a moral dimension. Janiss famous concept of groupthink is relevant particularly to ethical decision making (see Sims 1992). Goffmans work on impression management informs us how managers can deect the blame for questionable moral conduct (see Konovsky and Jaster 1989), and Zimbardos experiments, according to Brady and Logsdon (1988, p. 703), can help students of management understand the importance of situational factors when deciding on issues with moral relevance.
While these theories do contribute to business ethics as a...