Why and how do organisations – and people – make decisions that hurt the company’s long-term future? How can identifying virtues and encouraging professionals to stick to their ethical values help your organisation achieve its performance objectives? How can you shape your organisation’s environment to prevent misbehaviour and develop sustainable good working practices? In this two-day programme you will learn scientifically proven concepts, and discover a practical toolkit to help you maintain and develop your own ethically sound leadership. The group discussions, case studies, presentations, simulations, role-playing and serious games will equip you with tools and knowledge to be a force for positive change.
Erasmus Centre of Behavioural Ethics
The Erasmus Centre of Behavioural Ethics (ECBE) focuses on the global challenges of responsible leadership and decision making.
Ethical challenges are worldwide recognized as one of the primary concerns that organizations, managers and leaders have to deal with. Our centre aims to understand how people evaluate, interpret and experience ethics and morality when making decisions, building relationships and creating effective and transforming working climates.
With this focus we hope to increase our insights into the why and how of ethics – hence our behavioural approach - and to arrive at a better management of ethics, trust and social influence in our global and interpersonal relationships. The centre has a specific focus on contributing to these global challenges through a systematic understanding of human behavior as obtained by both laboratory and field research.
How does disgust relate to morality? One intriguing finding from moral psychology research is that experiencing disgust makes people offer more severe judgments of unrelated morally contentious issues. Recent research from the ECBE shows that disgust affects moral judgment in particular of distant, rather than near violations. In other words, disgust influences your moral judgment of a lying politician more strongly than of a cheating spouse. Why would you want to avoid things that are far away already? This makes sense from a disease avoidance explanation of the role of disgust: disgust – an emotion that evolved to avoid sources of contagious pathogens – may during the course of human evolution have taken on the role of avoiding moral transgressors. And avoiding sources of contamination makes most sense for things for which you have no immunity, that is, for distant, strange things.
In every workplace people occasionally feel wronged after a conflict. An apology can help to restore trust and normalise working relations but only when it comes with forgiveness. A new study by a team of scientists including Marius van Dijke and Laura M. Giurge of Rotterdam School of Management, Erasmus University (RSM), shows that apologies coming from a leader may not have that desired healing effect. When duped staff members have less power than the wrongdoer, they become cynical about the good intentions behind the apology and find it hard to forgive, the study found.