From Harvard Magazine:
Could the financial crisis have been solved by giving all individuals involved more ethics training? If the training resembled that which has historically and is currently being used, the answer to that question is no. Ethics interventions have failed and will continue to fail because they are predicated on a false assumption: that individuals recognize an ethical dilemma when it is presented to them. Ethics training presumes that emphasizing the moral components of decisions will inspire executives to choose the moral path. But the common assumption this training is based on—that executives make explicit trade-offs between behaving ethically and earning profits for their organizations—is incomplete. This paradigm fails to acknowledge our innate psychological responses when faced with an ethical dilemma.Findings from the emerging field of behavioral ethics—a field that seeks to understand how people actually behave when confronted with ethical dilemmas—offer insights that can round out our understanding of why we often behave contrary to our best ethical intentions. Our ethical behavior is often inconsistent, at times even hypocritical. Consider that people have the innate ability to maintain a belief while acting contrary to it. Moral hypocrisy occurs when individuals’ evaluations of their own moral transgressions differ substantially from their evaluations of the same transgressions committed by others.