Join Bob McGannon for an in-depth discussion in this video Understanding indirect blindness, part of Business Ethics (2015).
- Let's face it, it's a lot easier to go to work…when things are going well, versus…when you need to deal with sources of stress.…Finding ways to suppress or avoid that stress…can be favorable, however, when it comes to dealing with…ethical situations, avoiding the reporting of ethics issues…is not a good thing.…With this in mind, I want to talk to you…about a behavior called indirect blindness.…Indirect blindness is when you see what you want to see,…and you disregard information when…it's in your best interest to remain ignorant.…
This often creeps into people's behaviors when…it comes to seeing and believing unethical activities.…It can be easier if you convince yourself…that all is well and no wrongdoing is being performed.…Various studies have been conducted which show…how people make decisions in relation to ethical dilemmas.…These studies show that people judge others…more harshly versus when they themselves…carried out an ethically questionable action.…Indirect blindness enters our behavior…in an ethics context by letting those…
Bob also discusses ethics in relationship to specific business scenarios: working with suppliers and vendors, organizational decision making, and doing business internationally. He addresses how to handle business ethics violations and provides a checklist of items for staff to evaluate if something is ethical.
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- Define the purpose and intent of business ethics.
- Describe why particular situations might be considered ethical or unethical.
- Determine how to approach and report unethical behavior.
- Identify how to message ethical policies to your staff.
- Demonstrate ethical behavior by leading by example.
- List options and best practices for escalating problems in your department.