Whereas there is much focus on improving the cognitive aspects of ethical decision-making, many of the drivers of managerial action are nondeliberative. The explosion of academic work in behavioral science has highlighted a number of decision traps, blind spots, and behavioral biases that can substantially influence ethical decision-making and action. This note focuses on a number of specific behavioral influences and how they relate to ethics. In addition to highlighting how these behavioral influences can impair decision-making, we discuss ways they can be harnessed to potentially improve ethical decisions and actions.
