Recent work within psychology demonstrates that unconscious cognition plays a central role in the judgments and actions of individuals. We distinguish between two basic types unconscious social cognition: unconsciousness of the influences on judgments and actions, and unconscious of the mental states that give rise to judgments and actions. Influence unconsciousness is corroborated by strong empirical evidence, but unconscious states are difficult to verify. We discuss procedures aimed at providing conclusive evidence of state unconsciousness, and apply them to recent empirical (...) findings. (shrink)

Human societies are examined as distinct and coherent groups. This trait is most parsimoniously considered a deeply rooted part of our ancestry rather than a recent cultural invention. Our species is the only vertebrate with society memberships of significantly more than 200. We accomplish this by using society-specific labels to identify members, in what I call an anonymous society. I propose that the human brain has evolved to permit not only the close relationships described by the social brain hypothesis, but (...) also, at little mental cost, the anonymous societies within which such alliances are built. The human compulsion to discover or invent labels to “mark” group memberships may originally have been expressed in hominins as vocally learned greetings only slightly different in function from chimpanzee pant hoots (now known to be society-specific). The weight of evidence suggests that at some point, conceivably early in the hominin line, the distinct groups composed of several bands that were typical of our ancestors came to be distinguished by their members on the basis of multiple labels that were socially acquired in this way, the earliest of which would leave no trace in the archaeological record. Often overlooked as research subjects, these sizable fission-fusion communities, in recent egalitarian hunter-gatherers sometimes 2,000 strong, should consistently be accorded the status of societies, in the same sense that this word is used to describe tribes, chiefdoms, and other cultures arising later in our history. The capacity of hunter-gatherer societies to grow sufficiently populous that not all members necessarily recognize one another would make the transition to larger agricultural societies straightforward. Humans differ from chimpanzees in that societal labels are essential to the maintenance of societies and the processes giving birth to new ones. I propose that anonymous societies of all kinds can expand only so far as their labels can remain sufficiently stable. (shrink)

Cognitive biases play an important role in creating and perpetuating problems that lead to foodborne illness outbreaks. By using insights from behavioral ethics, we argue that sometimes people engage in unethical behavior that increases the likelihood of foodborne illness outbreaks without necessarily intending to or being consciously aware of it. We demonstrate these insights in an analysis of the 2011 Listeriosis outbreak in the U.S. from the consumption of contaminated cantaloupes. We then provide policy implications that can improve our understanding (...) of other kinds of disease outbreaks and epidemics. (shrink)

ABSTRACT:In this article, we review and build on intergenerational and behavioral ethics research to consider how the motive to build a lasting legacy can impact ethical behavior in intergenerational decision making. We discuss how people can utilize their relationships to organizations to craft their legacies. Further, we elucidate how the legacy motive can enhance business ethics, incorporating theory and empirical findings from research on intergenerational decision making, generativity, and terror management theory to develop the legacy construct and to outline the (...) psychological underpinnings of motivations to leave a positive legacy. We discuss the ways in which legacies can provide a link between life-meaning and pro-social motivation, and we consider the ways in which individuals’ social environments can moderate the intensity of the legacy motive and can impact legacy-building behavior by determining the types of legacies that are valued. Finally, we highlight the implications of these ideas for ethical behavior and sustainable decision making in business contexts. (shrink)

Actions are usually generalized among social group members. Importantly, the efficiency of an action with respect to achieving an external target determines action understanding, and it may have different degrees of social relevance to social groups. Thus, this study explored the role of action efficiency in action generalization. We used computer animations to simulate actions in social groups initiated by visual action cues or category labels, and we measured differences in response times between identifying actions that were and were not (...) consistent with group members, without explicit requirements regarding generalization. It was found that in both visually introduced and explicitly labeled social groups, when the group members acted inefficiently toward the external object, perceivers identified group‐consistent actions faster than group‐inconsistent actions, indicating that the exemplars' common inefficient actions are generalized to the unknown ingroup member, accordingly facilitating the identification of expected consistent inefficient action (Experiment 1). As this effect was not present when removing social group cues, it was determined to be specific to social groups (Experiment 2). Importantly, such generalization was not observed when the identical action was deemed efficient toward the external object (Experiment 3) and was specific to the demonstration of the action being completed by multiple group members rather than being repeated twice by one group member, supporting the group‐based inference and ruling out the possibility of the increased memorability of inefficient actions leading to more generalization relative to efficient actions (Experiment 4). Therefore, the efficiency of an action bounds the generalization of the action across social group members through a process that is spontaneous and implicit. This constrained action generalization may be due to inefficient actions being represented as culture‐specific conventional forms. (shrink)

Ethical failures are all around. Despite their pervasiveness, we know little how to manage and even survive the aftermath of such failures. In this paper, we develop the argument that as business ethics researchers we need to zoom in more closely on why ethical failures emerge, and how these insights can help us to be effective ethical leaders that can increase moral awareness and manage distrust. To succeed in this scientific enterprise, we advocate the use of a behavioral business ethics (...) approach that relies on insights from psychology. (shrink)

This paper aims to integrate insights from psychoanalytic theory into business ethics research on the sources of ethical failures within organizations. We particularly draw from the analysis of sources and outcomes of neurotic processes that are part of human development, as described by the psychoanalyst Karen Horney and more recently by Manfred Kets de Vries; we interpret their insights from a stakeholder theory perspective. Business ethics research seems to have overlooked how “neurotic management styles” could be the antecedents of unethical (...) behavior within organizations. After showing the connection between five managerial neuroses and the corresponding potential ethical failures within organizations that have been already identified within business ethics research, we suggest three organizational strategies to counteract these failures. First, we argue that managers should pay greater attention at the complexity of human motivation, avoiding the simplistic view of compliance‐based approaches. Second, we discuss the importance of developing a conversation around values within organizations, enabling healthy individual growth and limiting the emergence of neurotic processes. Finally, we discuss the role of the business ethicist in facilitating such a process, suggesting a parallel between the role of the business ethicist and that of the psychoanalytic therapist. (shrink)

This paper aims to integrate insights from psychoanalytic theory into business ethics research on the sources of ethical failures within organizations. We particularly draw from the analysis of sources and outcomes of neurotic processes that are part of human development, as described by the psychoanalyst Karen Horney and more recently by Manfred Kets de Vries; we interpret their insights from a stakeholder theory perspective. Business ethics research seems to have overlooked how “neurotic management styles” could be the antecedents of unethical (...) behavior within organizations. After showing the connection between five managerial neuroses and the corresponding potential ethical failures within organizations that have been already identified within business ethics research, we suggest three organizational strategies to counteract these failures. First, we argue that managers should pay greater attention at the complexity of human motivation, avoiding the simplistic view of compliance‐based approaches. Second, we discuss the importance of developing a conversation around values within organizations, enabling healthy individual growth and limiting the emergence of neurotic processes. Finally, we discuss the role of the business ethicist in facilitating such a process, suggesting a parallel between the role of the business ethicist and that of the psychoanalytic therapist. (shrink)

This review of 122 research reports (184 independent samples, 14,900 subjects) found average r ϭ .274 for prediction of behavioral, judgment, and physiological measures by Implicit Association Test (IAT) measures. Parallel explicit (i.e., self-report) measures, available in 156 of these samples (13,068 subjects), also predicted effectively (average r ϭ .361), but with much greater variability of effect size. Predictive validity of self-report was impaired for socially sensitive topics, for which impression..

Note posted 9 Jun 08 : Modifications made today include a new section on predictive validity, and addition of recently published article and in in-press article, both by Nosek & Hansen, under the "CULTURE VS. PERSON" heading, which replaces a previously listed unpublished ms. of theirs. I continue to encourage all interested to send material that they are willing to be included on this page. Please also to let me know about errors, including faulty links.