How do we become accomplices?
 |
Description
index
Entering
Chapter 1: Anyone Can Be an Accomplice
1. Clear collusion
Chapter 2: A True Partner
Chapter 3: Collaborators
2 Everyday Contest
Chapter 4: The Privileged
Chapter 5: Falling for a False Prophet
Chapter 6 Authority and Loyalty
Chapter 7: Trust in Others
Chapter 8: Collusion through an Unethical System
3 How to Deal with Contests
Chapter 9: The Psychology of Contests
Chapter 10: How to avoid becoming an accomplice
Chapter 11: What Can Leaders Do?
Going out
Acknowledgements
main
Chapter 1: Anyone Can Be an Accomplice
1. Clear collusion
Chapter 2: A True Partner
Chapter 3: Collaborators
2 Everyday Contest
Chapter 4: The Privileged
Chapter 5: Falling for a False Prophet
Chapter 6 Authority and Loyalty
Chapter 7: Trust in Others
Chapter 8: Collusion through an Unethical System
3 How to Deal with Contests
Chapter 9: The Psychology of Contests
Chapter 10: How to avoid becoming an accomplice
Chapter 11: What Can Leaders Do?
Going out
Acknowledgements
main
Into the book
The story of the conspirators is at the heart of this book.
Their stories can help us examine our own actions and consider how to avoid engaging in immoral or illegal activities.
Among your conspirators, there may be those who seem distant from you and who have committed crimes you would never dream of.
But I guarantee you that most of you will find yourself briefly recognizing yourself in the stories of the other conspirators in the latter half of the story.
Me too.
--- From "Chapter 1: Anyone Can Become an Accomplice"
Investment banks, eager to profit from Adam Neumann's business, allowed Neumann to remain delusional about WeWork's value.
Just as people won't hire a real estate agent who undervalues their home, banks are unlikely to win IPO underwriting contracts if they offer valuations that are too low for potential clients.
It's a cliché, but banks have given WeWork a high valuation ahead of its IPO.
Morgan Stanley advised WeWork to value the company at $104 billion, while Goldman Sachs recommended closer to $96 billion.
WeWork's board of directors, including Dunlevy and early investors who turned a blind eye to their responsibilities to other shareholders, were also Newman's accomplices.
They kept quiet about Newman's destructive behavior and hoped WeWork would succeed in its IPO so they could sell their shares.
--- From "Chapter 3 Collaborators"
Our failure to notice this reality is partly due to the general human tendency to conform to the existing system.
This is especially true if you are receiving preferential treatment from that system.
One common example of not realizing one's own complicity is accepting the unequal and unethical privilege inherent in the existing system.
If we fail to consider, notice, or address the reality that this system, which is like selecting members through a kinship system, breeds bias, we are all complicit in this system.
--- From "Chapter 4: People Who Enjoy Privileges"
The act of trusting someone can be a kind of heuristic.
This is especially true if the person has not earned your trust over a long period of time.
Whether it's a religious leader, a corporate CEO, or a political leader, blindly trusting your leader eliminates the need for rational thought.
This is not because their words are necessarily logical, but because we believe they will lead us on a wise path.
Charismatic leaders who encourage their followers to abandon rational thinking, such as Jim Jones, Elizabeth Holmes, and Adam Newman, are particularly dangerous because they are so adept at persuading people to believe their lies and turn a blind eye to unethical behavior.
--- From "Chapter 5: Falling for a False Prophet"
Numerous studies have shown that when medical professionals disclose conflicts of interest, they can make the situation worse rather than better.
In other words, when people are honest about their conflicts of interest, they are more free to choose actions that serve their interests precisely because they were honest about it.
Moreover, people who receive biased advice tend to trust the advice giver more than if they had not heard it, because they believe the advice giver was good enough to be honest about the conflict of interest.
These research findings provide important insights for developing effective policies.
Policymakers often mistakenly believe that disclosing facts will solve the problem, when in reality this is not the case.
If we mistakenly believe that disclosure can sufficiently resolve conflicts of interest, we will no longer recognize the need for institutional change, which is likely to be far more effective.
--- From "Chapter 8: Collusion by an Unethical System"
Even the most prominent corporate scandals of recent times have often had their root causes in specific, difficult-to-achieve goals.
We previously looked at Volkswagen's Dieselgate scandal, and what's notable here is that Chairman Ferdinand Piëch and CEO Martin Winterkorn set a sales target of selling 10 million vehicles per year, and employees felt tremendous pressure to achieve this target.
High sales targets were a key incentive for employees to cheat and lie on vehicle emissions tests, resulting in numerous deaths and widespread harm.
--- From "Chapter 8: Collusion through an Unethical System"
Uncovering the conspirators requires a complex and multifaceted account of the events.
To better understand the incident and help solve the problem, it is wiser to ask, “What caused the Theranos fraud?” rather than “What factors led to the Theranos fraud?”
Only then can we consider all the causes of the event we are trying to understand.
--- From "Chapter 9: The Psychology of Contests"
Many studies have shown that humans make more moral choices when planning future actions, but are more likely to make utilitarian choices when they actually have to take action.
For example, people are more likely to support donating to charity or investing in long-term environmental issues if they believe the cost of doing something beneficial will be in the future rather than the present.
So the time we need to think about collusion is now, not when we face important moral dilemmas.
--- From "Chapter 10: How to Avoid Being an Accomplice"
Legal scholars Ian Ayres and Kate Unkovic have proposed a method called an "information escrow" that would empower students and staff to report sexual misconduct to authorities.
“Victims file confidential complaints with Escrow, and Escrow agents only file formal complaints with the appropriate authorities when at least two allegations against the same perpetrator are filed.” The idea is that if two victims of assault by the same perpetrator file complaints with Escrow, neither will have to fight alone when it comes to publicly revealing their abuse.
Victims know that their claims will be substantiated individually and supported by the claims of other victims.
Information escrows are being implemented on many college campuses as a way to help victims of sexual assault who feel afraid.
Their stories can help us examine our own actions and consider how to avoid engaging in immoral or illegal activities.
Among your conspirators, there may be those who seem distant from you and who have committed crimes you would never dream of.
But I guarantee you that most of you will find yourself briefly recognizing yourself in the stories of the other conspirators in the latter half of the story.
Me too.
--- From "Chapter 1: Anyone Can Become an Accomplice"
Investment banks, eager to profit from Adam Neumann's business, allowed Neumann to remain delusional about WeWork's value.
Just as people won't hire a real estate agent who undervalues their home, banks are unlikely to win IPO underwriting contracts if they offer valuations that are too low for potential clients.
It's a cliché, but banks have given WeWork a high valuation ahead of its IPO.
Morgan Stanley advised WeWork to value the company at $104 billion, while Goldman Sachs recommended closer to $96 billion.
WeWork's board of directors, including Dunlevy and early investors who turned a blind eye to their responsibilities to other shareholders, were also Newman's accomplices.
They kept quiet about Newman's destructive behavior and hoped WeWork would succeed in its IPO so they could sell their shares.
--- From "Chapter 3 Collaborators"
Our failure to notice this reality is partly due to the general human tendency to conform to the existing system.
This is especially true if you are receiving preferential treatment from that system.
One common example of not realizing one's own complicity is accepting the unequal and unethical privilege inherent in the existing system.
If we fail to consider, notice, or address the reality that this system, which is like selecting members through a kinship system, breeds bias, we are all complicit in this system.
--- From "Chapter 4: People Who Enjoy Privileges"
The act of trusting someone can be a kind of heuristic.
This is especially true if the person has not earned your trust over a long period of time.
Whether it's a religious leader, a corporate CEO, or a political leader, blindly trusting your leader eliminates the need for rational thought.
This is not because their words are necessarily logical, but because we believe they will lead us on a wise path.
Charismatic leaders who encourage their followers to abandon rational thinking, such as Jim Jones, Elizabeth Holmes, and Adam Newman, are particularly dangerous because they are so adept at persuading people to believe their lies and turn a blind eye to unethical behavior.
--- From "Chapter 5: Falling for a False Prophet"
Numerous studies have shown that when medical professionals disclose conflicts of interest, they can make the situation worse rather than better.
In other words, when people are honest about their conflicts of interest, they are more free to choose actions that serve their interests precisely because they were honest about it.
Moreover, people who receive biased advice tend to trust the advice giver more than if they had not heard it, because they believe the advice giver was good enough to be honest about the conflict of interest.
These research findings provide important insights for developing effective policies.
Policymakers often mistakenly believe that disclosing facts will solve the problem, when in reality this is not the case.
If we mistakenly believe that disclosure can sufficiently resolve conflicts of interest, we will no longer recognize the need for institutional change, which is likely to be far more effective.
--- From "Chapter 8: Collusion by an Unethical System"
Even the most prominent corporate scandals of recent times have often had their root causes in specific, difficult-to-achieve goals.
We previously looked at Volkswagen's Dieselgate scandal, and what's notable here is that Chairman Ferdinand Piëch and CEO Martin Winterkorn set a sales target of selling 10 million vehicles per year, and employees felt tremendous pressure to achieve this target.
High sales targets were a key incentive for employees to cheat and lie on vehicle emissions tests, resulting in numerous deaths and widespread harm.
--- From "Chapter 8: Collusion through an Unethical System"
Uncovering the conspirators requires a complex and multifaceted account of the events.
To better understand the incident and help solve the problem, it is wiser to ask, “What caused the Theranos fraud?” rather than “What factors led to the Theranos fraud?”
Only then can we consider all the causes of the event we are trying to understand.
--- From "Chapter 9: The Psychology of Contests"
Many studies have shown that humans make more moral choices when planning future actions, but are more likely to make utilitarian choices when they actually have to take action.
For example, people are more likely to support donating to charity or investing in long-term environmental issues if they believe the cost of doing something beneficial will be in the future rather than the present.
So the time we need to think about collusion is now, not when we face important moral dilemmas.
--- From "Chapter 10: How to Avoid Being an Accomplice"
Legal scholars Ian Ayres and Kate Unkovic have proposed a method called an "information escrow" that would empower students and staff to report sexual misconduct to authorities.
“Victims file confidential complaints with Escrow, and Escrow agents only file formal complaints with the appropriate authorities when at least two allegations against the same perpetrator are filed.” The idea is that if two victims of assault by the same perpetrator file complaints with Escrow, neither will have to fight alone when it comes to publicly revealing their abuse.
Victims know that their claims will be substantiated individually and supported by the claims of other victims.
Information escrows are being implemented on many college campuses as a way to help victims of sexual assault who feel afraid.
--- From “Chapter 11: What Can a Leader Do?”
Publisher's Review
If you leave the trap of collusion
Businesses, organizations, and societies are all regressing.
The cases featured in "How We Become Accomplices" are crimes that shocked the world.
This book focuses on a previously overlooked aspect of a widely known story across fields from business to politics and academia: the actions of the conspirators who had a profound impact on the course and spread of events.
Purdue Pharma, the pharmaceutical company that caused the opioid crisis in the United States, and its owners, the Sackler family, had consulting firms like McKinsey that devised and advised on sales strategies that fueled addiction; doctors who overprescribed Purdue's opioid painkiller OxyContin, pharmacies and hospitals who supplied it; and drug distributors who failed to report suspiciously high orders.
Venture capital firms failed to inform investors of WeWork's business model and financial health problems, and the drugstore chain Walgreens ignored the doubts and objections raised about Theranos' technology and allowed its blood testing kits into its stores.
The Hollywood film industry and the company of film producer Harvey Weinstein, who sparked the Me Too movement, had a culture of cooperation or silence regarding Weinstein's sexual crimes.
Just as the Gymnastics Federation and the Olympic Committee turned a blind eye to the sexual abuse committed by USA Gymnastics team doctor Larry Nassar, examples of leaders who should be confronting perpetrators instead turning a blind eye to the truth are not uncommon in sports, religious communities, and academia.
Focusing on the actions of conspirators does not diminish the responsibility of the outright criminals.
Those who harm society always need ordinary people to be their accomplices, and if ordinary people conspire to encourage or assist evil deeds, these same people can prevent evil deeds by acting differently.
This book explains how we can harness the fuel of social support to avoid complicity in the exploitation of criminals.
This is the story of us all
The pitfalls of public offerings that anyone can fall into
“Most people believe that their actions are ethical.
At least I don't think it's unethical.
Bazerman shows us how big a mistake this is.”
― Angela Duckworth, author of Grit
Why do people help others act in ways that harm organizations and society? Let's imagine a situation.
You are a working person.
I suspect a colleague I'm working with on a project has violated company policy and the law, but I can't be sure.
You've heard rumors that your colleague is receiving kickbacks from a trading company.
I also saw some suspicious records in my colleague's notes.
However, if there is no direct evidence proving criminal activity, and if there are elements of illegal activity in a coworker's actions but they are not discovered, it is beneficial to the company.
What would you do in this situation? Would you investigate the suspicion further and take action?
There are complex psychological factors at play in why conspirators engage in the unethical behavior of others.
While some people actively participate in or cooperate with evil deeds, it's more common than you might think for people to become unwittingly involved in crime or wrongdoing, whether it's through being swept up in the atmosphere, harboring wrong beliefs, obeying authority or established practices, a pervasive atmosphere of condoning immoral behavior, or simply unaware of structural privilege.
While a clear conspiracy with clear intent is difficult to sympathize with, everyday collusion that is not clearly intentional and occurs unknowingly will likely be familiar to many.
To avoid such subtle collusion, we must specifically understand the underlying psychology.
Research in many fields, including behavioral ethics, has shown that humans tend to seek simple explanations for complex events (and thus focus primarily on the actions of the perpetrator and overlook the roles of accomplices), are reluctant to hold those who indirectly cause harm fully accountable, are unable to consider other values when a single goal is emphasized (e.g., the impossible goals set by Wells Fargo management led to employee misconduct), have an omission bias in situations of uncertainty, and are more likely to accept immoral acts when they increase gradually.
Due to these various psychological mechanisms, anyone can become involved in unfair acts at any time.
So that I don't become an accomplice without knowing it
To help colleagues avoid complicity in evil deeds
How to confront the dangers of collusion head-on
To avoid becoming a conspirator, you must be aware that you can easily fall into the trap of collusion and have a clear plan in advance to prevent it.
This is because humans tend to make more moral choices when planning future actions, but when they actually have to act, they tend to make choices that are beneficial to themselves.
Here are some tips the author offers to help you avoid being caught in the crossfire:
Reduce the risk of public criticism - Increase your value within the organization to reduce the risk of punishment or criticism, and speak up at critical moments when you could be embroiled in misconduct rather than intervening in every issue.
Solidarity with other colleagues who are trying to do the right thing can also be a great help in improving unethical behavior in an organization.
ㆍThink ahead - If you think ahead about the moral values that are important to you and the situations that may arise, you are more likely to reject unethical behavior.
ㆍAcknowledge your blind spots - Recognizing common tendencies of collusion, such as single-cause errors, omission bias, the psychology of indirect harm, and gradual evolution, allows you to calmly examine the actions of others.
Expand your circle of relationships - The most ethical decisions involve as many people as possible.
When we expand our relationships rather than being immersed in our own group, we can pursue actions that bring about the greatest common good.
ㆍEncourage collective action - In the final days of the Trump administration, Justice Department officials collectively resisted attempts to remove the then-acting attorney general.
Census Bureau research directors also unanimously rejected any use of census data that could influence electoral college distributions.
It also shares examples of “courageous people” who have stood up to evil, including Tyler Schultz and Erica Chung, who exposed Theranos’ fraud, Senator Mitt Romney, a Republican who criticized Trump’s destruction of democracy and voted for his impeachment trial, and top gymnast Simone Biles, who spoke out against the system that enabled Larry Nassar’s sexual assault.
The author acknowledges that in complex modern society, it is an unrealistic expectation to completely avoid being a conspirator.
However, he says, by understanding the risks of collusion and reflecting on your own experiences, you can significantly reduce the likelihood of encouraging future mistakes.
Even if we cannot change the actions of evildoers, if ordinary people are vigilant and distance themselves from the conspiracies they are consciously or unknowingly involved in, we can put the brakes on those who cause enormous harm to society.
This book, "How We Become Accomplices," will serve as a special guide for all those contemplating a more ethical society and organization.
Businesses, organizations, and societies are all regressing.
The cases featured in "How We Become Accomplices" are crimes that shocked the world.
This book focuses on a previously overlooked aspect of a widely known story across fields from business to politics and academia: the actions of the conspirators who had a profound impact on the course and spread of events.
Purdue Pharma, the pharmaceutical company that caused the opioid crisis in the United States, and its owners, the Sackler family, had consulting firms like McKinsey that devised and advised on sales strategies that fueled addiction; doctors who overprescribed Purdue's opioid painkiller OxyContin, pharmacies and hospitals who supplied it; and drug distributors who failed to report suspiciously high orders.
Venture capital firms failed to inform investors of WeWork's business model and financial health problems, and the drugstore chain Walgreens ignored the doubts and objections raised about Theranos' technology and allowed its blood testing kits into its stores.
The Hollywood film industry and the company of film producer Harvey Weinstein, who sparked the Me Too movement, had a culture of cooperation or silence regarding Weinstein's sexual crimes.
Just as the Gymnastics Federation and the Olympic Committee turned a blind eye to the sexual abuse committed by USA Gymnastics team doctor Larry Nassar, examples of leaders who should be confronting perpetrators instead turning a blind eye to the truth are not uncommon in sports, religious communities, and academia.
Focusing on the actions of conspirators does not diminish the responsibility of the outright criminals.
Those who harm society always need ordinary people to be their accomplices, and if ordinary people conspire to encourage or assist evil deeds, these same people can prevent evil deeds by acting differently.
This book explains how we can harness the fuel of social support to avoid complicity in the exploitation of criminals.
This is the story of us all
The pitfalls of public offerings that anyone can fall into
“Most people believe that their actions are ethical.
At least I don't think it's unethical.
Bazerman shows us how big a mistake this is.”
― Angela Duckworth, author of Grit
Why do people help others act in ways that harm organizations and society? Let's imagine a situation.
You are a working person.
I suspect a colleague I'm working with on a project has violated company policy and the law, but I can't be sure.
You've heard rumors that your colleague is receiving kickbacks from a trading company.
I also saw some suspicious records in my colleague's notes.
However, if there is no direct evidence proving criminal activity, and if there are elements of illegal activity in a coworker's actions but they are not discovered, it is beneficial to the company.
What would you do in this situation? Would you investigate the suspicion further and take action?
There are complex psychological factors at play in why conspirators engage in the unethical behavior of others.
While some people actively participate in or cooperate with evil deeds, it's more common than you might think for people to become unwittingly involved in crime or wrongdoing, whether it's through being swept up in the atmosphere, harboring wrong beliefs, obeying authority or established practices, a pervasive atmosphere of condoning immoral behavior, or simply unaware of structural privilege.
While a clear conspiracy with clear intent is difficult to sympathize with, everyday collusion that is not clearly intentional and occurs unknowingly will likely be familiar to many.
To avoid such subtle collusion, we must specifically understand the underlying psychology.
Research in many fields, including behavioral ethics, has shown that humans tend to seek simple explanations for complex events (and thus focus primarily on the actions of the perpetrator and overlook the roles of accomplices), are reluctant to hold those who indirectly cause harm fully accountable, are unable to consider other values when a single goal is emphasized (e.g., the impossible goals set by Wells Fargo management led to employee misconduct), have an omission bias in situations of uncertainty, and are more likely to accept immoral acts when they increase gradually.
Due to these various psychological mechanisms, anyone can become involved in unfair acts at any time.
So that I don't become an accomplice without knowing it
To help colleagues avoid complicity in evil deeds
How to confront the dangers of collusion head-on
To avoid becoming a conspirator, you must be aware that you can easily fall into the trap of collusion and have a clear plan in advance to prevent it.
This is because humans tend to make more moral choices when planning future actions, but when they actually have to act, they tend to make choices that are beneficial to themselves.
Here are some tips the author offers to help you avoid being caught in the crossfire:
Reduce the risk of public criticism - Increase your value within the organization to reduce the risk of punishment or criticism, and speak up at critical moments when you could be embroiled in misconduct rather than intervening in every issue.
Solidarity with other colleagues who are trying to do the right thing can also be a great help in improving unethical behavior in an organization.
ㆍThink ahead - If you think ahead about the moral values that are important to you and the situations that may arise, you are more likely to reject unethical behavior.
ㆍAcknowledge your blind spots - Recognizing common tendencies of collusion, such as single-cause errors, omission bias, the psychology of indirect harm, and gradual evolution, allows you to calmly examine the actions of others.
Expand your circle of relationships - The most ethical decisions involve as many people as possible.
When we expand our relationships rather than being immersed in our own group, we can pursue actions that bring about the greatest common good.
ㆍEncourage collective action - In the final days of the Trump administration, Justice Department officials collectively resisted attempts to remove the then-acting attorney general.
Census Bureau research directors also unanimously rejected any use of census data that could influence electoral college distributions.
It also shares examples of “courageous people” who have stood up to evil, including Tyler Schultz and Erica Chung, who exposed Theranos’ fraud, Senator Mitt Romney, a Republican who criticized Trump’s destruction of democracy and voted for his impeachment trial, and top gymnast Simone Biles, who spoke out against the system that enabled Larry Nassar’s sexual assault.
The author acknowledges that in complex modern society, it is an unrealistic expectation to completely avoid being a conspirator.
However, he says, by understanding the risks of collusion and reflecting on your own experiences, you can significantly reduce the likelihood of encouraging future mistakes.
Even if we cannot change the actions of evildoers, if ordinary people are vigilant and distance themselves from the conspiracies they are consciously or unknowingly involved in, we can put the brakes on those who cause enormous harm to society.
This book, "How We Become Accomplices," will serve as a special guide for all those contemplating a more ethical society and organization.
Why so many people
Engaging in wrongdoing
Making organizations and society sick
How to deal with a contest
A timely book about the reality behind evil deeds and how to prevent them!
― Steven Pinker (author of The Better Angels of Our Nature)
ㆍIt addresses the issue of ‘collusion’, which is the most important but still overlooked issue in the present age.
― Cass Sunstein (author of Nudge)
ㆍA must-read if you want to become a better person.
― Angela Duckworth, author of Grit
Should the soldiers who entered the National Assembly building on the day of martial law on December 3rd, following orders from their superiors, be held accountable? What should we make of the consulting firm that proposed a management strategy that benefited the company but could be detrimental to society, or the executives who encouraged employee illegal behavior by setting unrealistic goals? What about those who silenced internal voices reporting sexual crimes and corruption within their organizations?
Max Bazerman, a professor at Harvard Business School who was named one of Ethisphere's 100 most influential people in business ethics, explores the problem of "collusion" that is making organizations and society sick in "How We Become Complicit."
Drawing on years of research and consulting experience, and even detailing his own involvement in misconduct, Bazerman demonstrates that any of us could be an accomplice.
It also presents strategies for confronting collusion head-on in business, organizations, politics, and society through seven types of "apparent collusion" and "everyday collusion," and for avoiding the psychological traps that can lead to ignoring, condoning, or supporting wrongdoing.
Why are so many people
Engaging in wrongdoing
Making organizations and society sick
How to deal with a conspiracy
A timely book about the reality behind evil deeds and how to prevent them!
― Steven Pinker (author of The Better Angels of Our Nature)
ㆍIt addresses the issue of ‘collusion’, which is the most important but still overlooked issue in the present age.
― Cass Sunstein (author of Nudge)
ㆍA must-read if you want to become a better person.
― Angela Duckworth, author of Grit
Should the soldiers who entered the National Assembly building on the day of martial law on December 3rd, following orders from their superiors, be held accountable? What should we make of the consulting firm that proposed a management strategy that benefited the company but could be detrimental to society, or the executives who encouraged employee illegal behavior by setting unrealistic goals? What about those who silenced internal voices reporting sexual crimes and corruption within their organizations?
Max Bazerman, a professor at Harvard Business School who was named one of Ethisphere's 100 most influential people in business ethics, explores the problem of "collusion" that is making organizations and society sick in "How We Become Complicit."
Drawing on years of research and consulting experience, and even detailing his own involvement in misconduct, Bazerman demonstrates that any of us could be an accomplice.
It also presents strategies for confronting collusion head-on in business, organizations, politics, and society through seven types of "apparent collusion" and "everyday collusion," and for avoiding the psychological traps that can lead to ignoring, condoning, or supporting wrongdoing.
Engaging in wrongdoing
Making organizations and society sick
How to deal with a contest
A timely book about the reality behind evil deeds and how to prevent them!
― Steven Pinker (author of The Better Angels of Our Nature)
ㆍIt addresses the issue of ‘collusion’, which is the most important but still overlooked issue in the present age.
― Cass Sunstein (author of Nudge)
ㆍA must-read if you want to become a better person.
― Angela Duckworth, author of Grit
Should the soldiers who entered the National Assembly building on the day of martial law on December 3rd, following orders from their superiors, be held accountable? What should we make of the consulting firm that proposed a management strategy that benefited the company but could be detrimental to society, or the executives who encouraged employee illegal behavior by setting unrealistic goals? What about those who silenced internal voices reporting sexual crimes and corruption within their organizations?
Max Bazerman, a professor at Harvard Business School who was named one of Ethisphere's 100 most influential people in business ethics, explores the problem of "collusion" that is making organizations and society sick in "How We Become Complicit."
Drawing on years of research and consulting experience, and even detailing his own involvement in misconduct, Bazerman demonstrates that any of us could be an accomplice.
It also presents strategies for confronting collusion head-on in business, organizations, politics, and society through seven types of "apparent collusion" and "everyday collusion," and for avoiding the psychological traps that can lead to ignoring, condoning, or supporting wrongdoing.
Why are so many people
Engaging in wrongdoing
Making organizations and society sick
How to deal with a conspiracy
A timely book about the reality behind evil deeds and how to prevent them!
― Steven Pinker (author of The Better Angels of Our Nature)
ㆍIt addresses the issue of ‘collusion’, which is the most important but still overlooked issue in the present age.
― Cass Sunstein (author of Nudge)
ㆍA must-read if you want to become a better person.
― Angela Duckworth, author of Grit
Should the soldiers who entered the National Assembly building on the day of martial law on December 3rd, following orders from their superiors, be held accountable? What should we make of the consulting firm that proposed a management strategy that benefited the company but could be detrimental to society, or the executives who encouraged employee illegal behavior by setting unrealistic goals? What about those who silenced internal voices reporting sexual crimes and corruption within their organizations?
Max Bazerman, a professor at Harvard Business School who was named one of Ethisphere's 100 most influential people in business ethics, explores the problem of "collusion" that is making organizations and society sick in "How We Become Complicit."
Drawing on years of research and consulting experience, and even detailing his own involvement in misconduct, Bazerman demonstrates that any of us could be an accomplice.
It also presents strategies for confronting collusion head-on in business, organizations, politics, and society through seven types of "apparent collusion" and "everyday collusion," and for avoiding the psychological traps that can lead to ignoring, condoning, or supporting wrongdoing.
GOODS SPECIFICS
- Date of issue: September 5, 2025
- Format: Paperback book binding method guide
- Page count, weight, size: 488 pages | 145*215*30mm
- ISBN13: 9788937422836
- ISBN10: 8937422832
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