When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and...

When confronted with an ethical dilemma, most of us like to think we would stand up for our principles. But we are not as ethical as we think we are. In Blind Spots, leading business ethicists Max Bazerman and Ann Tenbrunsel examine the ways we overestimate our ability to do what is right and...

Group members often reason egocentrically, believing that they deserve more than their fair share of group resources. Leading people to consider others members' perspectives can reduce these egocentric (self-centered) judgments, such that people claim that it is fair for them to take less, but...

Group members often reason egocentrically, both when allocating responsibility for collective endeavors and when assessing the fairness of group outcomes. These self-centered judgments are reduced when participants consider their other group members individually or actively adopt their...

Individuals working in groups often egocentrically believe they have contributed more of the total work than is logically possible. Actively considering others' contributions effectively reduces these egocentric assessments, but this research suggests that undoing egocentric biases in groups may...

Throughout the literatures of law, psychology, and philosophy, a great deal of attention has been paid to the question of why people seek to punish one another. Amid all the discussion of what punishment should and can accomplish or communicate, however, relatively little thought has been given...