How We (Perhaps Unintentionally) Support Unethical Behavior.

We've probably all been in situations where we, at the very least, stayed silent, if not outright accepted something we strongly disliked. Realistically, by doing nothing, we accepted it.

Many times, we find ourselves 'halfway there' due to a need for acceptance. People generally don't like to stand out, don't like to expose themselves too much, and are happy to blend in with the crowd. After all, our parents probably instilled that timeless advice: 'don't make waves!'

MEDIOCRITY

The fact that people don't like to stand out reveals deep aspects of human nature and social dynamics. The tendency to remain silent or even accept unethical behavior can be analyzed through various perspectives, including psychology, sociology, and philosophy.

• Psychological Perspective: One key factor is the need for belonging. Psychologists emphasize that people have an inherent need to be part of a group or community, which is crucial for our survival and evolution. Conformity, or adjusting behavior to align with group norms, is often a result of this need. Fear of rejection or isolation can prompt individuals to gloss over unethical behavior, even when they disagree with it.
• Sociological Perspective: Social norms and values play a crucial role in defining what is considered acceptable or unethical behavior. In some cases, social pressures and expectations can influence individuals to support or remain silent about unethical behavior. Socialization, the process by which individuals learn and adopt the norms and values of their culture, shapes our views on ethics and morality.
• Philosophical Perspective: This question also sheds light on philosophical debates about the nature of ethics and morality. Many theories attempt to explain why people act ethically or unethically. Some philosophers argue that our moral compass is guided by internal principles, while others believe that our ethics are largely a product of external influences.

And finally, the consequence is mediocrity.

The fear of standing out and the tacit acceptance of unethical behavior can lead to mediocrity in several ways. When people are afraid to take a stand or oppose injustice, the diversity of opinions and ideas diminishes, leading to stagnation in creativity, innovation, and progress. This creates an environment where conformity is valued more than excellence, thereby limiting personal and social development. And my company, too :)

To combat this, it's essential to develop critical thinking, self-awareness, and moral courage. Education and open discussion about ethical dilemmas can encourage individuals to re-examine their attitudes and behaviors and motivate them to act in accordance with their own moral convictions, even when it's difficult or unpopular.

How Does This Look in Practice?

You found yourself at dinner with the sector director after a successful quarter. In fact, you're happy to be dining together and aren't thinking about work-life balance or whether you'd rather eat and drink alone in the peace of your own home. But at that moment, as you're pleased with your decision to come to dinner, the sector director starts to spoil your mood. He's unsatisfied with the reserved table, its location, calls the waiter over, and complains that it's not his usual spot. The waiter tries to explain that the reservation came in too late and this was the best they could do. However, this isn't enough for the director. And he gently but systematically harasses the waiter. The tension in the air is palpable. After insulting him, he takes his seat at the head of the table, and the assistant next to him breaks the tense atmosphere with a bad joke.

WHAT HAPPENED THERE?

Here, three psychological dynamics leading to unethical behavior are summarized. The first is omnipotence and the belief that the rules of conduct don't apply to us as they do to other people. The second thing we see is 'organizational cultural numbness,' through which we gradually get used to different, deviant norms and reduced ethical values. And finally, we have overt disregard (the desire not to see) at the expense of immediate rewards, i.e., maintaining good relationships with those in positions of power.

And here, in principle, everything is fine because that's usually how it is. Of course, this is not an excuse and should not be, but it is simply our sustainable model of behavior.

The problem lies in the fact that a small, innocent lie usually grows into a real deception over time. As boundaries shift, for whatever reason and in whatever direction, gradually and slowly, we get used to it. And that's just how it is. This is called brain neuroplasticity.

Omnipotence

Omnipotence is a wonderful trait we could observe as children grew up. When a small, foot-and-a-bit-tall kid 'conquers the world,' climbing on swings and slides while parents fret, free from all fears (because we learn them) and worries about what others will say, and without any thought that something bad could even happen. However, that's part of a child's psychological developmental process. The key here is 'child.' For everyone else, it's a form of psychological defense, and a very poor one at that. This defense is a response to the immense helplessness we feel. Usually, 'small' people are prone to omnipotence.

Omnipotence in the adult world manifests as a hidden shield against one's own insecurity and fears. Through omnipotence, as an adult facing the challenges and uncertainties of everyday life, we return to that childhood where everything was possible, where boundaries were merely drawn but not recognized, not limiting. In the business world, politics, and even in personal relationships, if we are prone to omnipotence, we often see ourselves as fearless leaders, ready to face any challenge, but this feeling often quickly turns into arrogance and disrespect for rules and norms.

As omnipotence grows, so does the gap between us and reality. Risks become greater, warnings are ignored, and advice is dismissed as unnecessary. In the eyes of an omnipotent person, the world becomes a chessboard where everyone else is just a piece to be moved at will.

While it provides us with a sense of superiority and independence, it simultaneously weakens our ability to empathize with others and allows us to see the world only and exclusively from our own perspective.

To help oneself, it probably doesn't need to be written that it's necessary to admit one's own vulnerability and accept that fear and insecurity are parts of the human experience. Because we can control everything, or at least try to control it, but life is life.

Disregard

Disregard, or if it's easier for us to call it 'justifying omissions,' as the next psychological dynamic, represents the next key dimension of our deviation from the path of ethical behavior. At the core of this phenomenon lies the human tendency to overlook or minimize ethical transgressions in exchange for immediate gain. This behavioral pattern is often the result of a desire to maintain the status quo, a fear of confronting authorities, or simply avoiding unpleasantness.

Like omnipotence, disregard can begin to develop in childhood. Children who learned to make minor transgressions invisible to avoid conflict or punishment may, as adults, develop a tendency to 'justify omissions' in more complex situations. That is, externalization. In the organizational world, this can manifest as tacit acceptance of questionable business practices, ignoring warning signs about potential problems, or even ignoring clear ethical violations, all in the name of achieving short-term goals.

What we often forget is that every disregard has its price. While short-term benefits may seem appealing, the long-term consequences for personal integrity, professional reputation, and organizational culture can be devastating. History is full of examples of how 'small' compromises escalated into serious scandals, causing irreparable harm to individuals and organizations.

Recognizing and addressing 'justifying omissions' requires courage and integrity. It is necessary to actively resist group pressure, set high ethical standards, and adhere to them unwaveringly. This also includes fostering a culture of openness and transparency where concerns are encouraged, and ethical issues are seen as opportunities for learning and improvement, rather than as threats.

Organizational Cultural Numbness

No matter how principled we are, humans are environmental and experiential beings, and both form us. After some time, we will have to admit that the guidelines of our moral compass have shifted towards the culture of our organization or team.

Probably in much milder forms, we ourselves must have noticed that our behavior will adapt to the environment in which we spend or have spent some time. This did not necessarily have to reflect negatively but could also be positive; however, a change in and on us did occur. The same type of 'moral capture' happens in companies, not overnight, but gradually. Psychologically, we compromise between fitting into the culture and staying true to what we value.

Initially, cultural organizational numbness can take the form of ironic distance or resignation. This happens when there is a difference between two options, or between the ideals our company advocates and what we see as displayed and rewarded. But what is happening to us is cognitive dissonance, and our brain must have everything logical and must have a solution. And so, over time, we stop noticing or even begin to behave in ways we never expected.

In the End

Many leaders have faced the choice between 'achieving rewards' or doing the right thing. We enter slippery territory the moment we start rationalizing our actions and telling ourselves: 'This is an exceptional situation.'

Small 'shifts' (or deviations, if that's easier for us) become big shifts, and then those same shifts turn into habits. We are aware that they are bad, but they seem justified, and even to some extent acceptable. After a period of time, it's even difficult for us to pinpoint exactly when we 'crossed the line.'

At the entrance of every staircase, building, there is a house rule.

Connecting 'house rules' with proper human resource management and the importance of building an organizational culture from the top down, from leaders to employees, is crucial for creating an ethical work environment. Ethical leaders play a key role in setting behavior standards within any company. They are the starting point for the absence of that toxic organizational culture. Their ability to work according to the ethical principles they advocate serves as a model for employees at all levels.

Human resource management should be aimed at promoting these values through selection, training, evaluation, and employee development. Training programs that include ethical education, the development of critical thinking, judgment, and decision-making… can help employees recognize and avoid situations that might lead them to ethical dilemmas.

Building an organizational culture that promotes transparency, accountability, and mutual respect is key to ensuring that ethical standards are respected at all levels.

And so, in a world where team meetings sometimes resemble group therapy sessions, it's no wonder that our journey from mediocrity to excellence feels like a roller coaster ride at an amusement park. Ironically, the key to success might lie in occasionally disregarding our own advice, provided we remember to forget it first. Because there's nothing worse than trying to make personal rules, truths, and conclusions universal. And just look at LinkedIn, and you'll see that's not an exception, but the rule :)