Harvard Business Review | Friday, February 15, 2019
Many of the corporate scandals in the past several years — think Volkswagen or Wells Fargo — have been cases of wide-scale dishonesty. It’s hard to fathom how lying and deceit permeated these organizations. Some researchers point to group decision-making processes or psychological traps that snare leaders into justification of unethical choices. Certainly those factors are at play, but they largely explain dishonest behavior at an individual level and I wondered about systemic factors that might influence whether or not people in organizations distort or withhold the truth from one another.