Includes bibliographical references (p. [131]-161).

Why do honest and decent employees sometimes overstep the mark? What makes managers with integrity go off the rails? What causes well-meaning organizations to deceive their clients, employees and shareholders? Social psychology offers surprising answers to these intriguing and timely questions. Drawing on scientific experiments and examples from business practice, Muel Kaptein discusses why good people sometimes do bad things and how they rise above this behavior. He explains why cheats wear sunglasses, why overstepping the mark could be a good thing, how a surplus of rules creates offenders and why we should be suspicious of colleagues who wash their hands after meetings.

Machine generated contents note: 1. Good or Bad by Nature? Empathy and Sympathy -- 2. What Is My Price? Integrity as Supply and Demand -- 3. Bagels at Work: Honesty and Dishonesty -- 4. Egoism versus Altruism: The Theory of the Warm Glow and the Helping Hand -- 5. What You Expect Is What You Get: The Pygmalion and Golem Effects -- 6. Self-Image and Behavior: The Galatea Effect -- 7. Self-Knowledge and Mirages: Self-Serving Biases and the Dodo Effect -- 8. Apples, Barrels, and Orchards: Dispositional, Situational, and Systemic Causes -- Factor 1 Clarity -- 9. Flyers and Norms: Cognitive Stimuli -- 10. The Ten Commandments and Fraud: Affective Stimuli -- 11. The Name of the Game: Euphemisms and Spoilsports -- 12. Hypegiaphobia: The Fear Factor of Rules -- 13. Rules Create Offenders and Forbidden Fruits Taste the Best: Reactance Theory -- 14. What Happens Normally Is the Norm: Descriptive and Injunctive Norms -- 15. Broken Panes Bring Bad Luck: The Broken Window Theory.

Contents note continued: 16. The Office as a Reflection of the Inner Self: Interior Decoration and Architecture -- Factor 2 Role-Modeling -- 17. The Need for Ethical Leadership: Moral Compass and Courage -- 18. Morals Melt Under Pressure: Authority and Obedience -- 19. Trapped in the Role: Clothes Make the Man -- 20. Power Corrupts, But Not Always: Hypocrisy and Hypercrisy -- 21. Beeping Bosses: Fear, Aggression, and Uncertainty -- 22. Fare Dodgers and Black Sheep: When Model Behavior Backfires -- Factor 3 Achievability -- 23. Goals and Blinkers: Tunnel Vision and Teleopathy -- 24. Own Goals: Seeing Goals as the Ceiling -- 25. The Winner Takes it All: Losing Your Way in the Maze of Competition -- 26. From Jerusalem to Jericho: Time Pressure and Slack -- 27. Moral Muscle: The Importance of Sleep and Sugar -- 28. The Future Under Control: Implementation Plans and Coffee Cups -- 29. Ethics on the Slide Leads to Slip-Ups: Escalating Commitment and the Induction Mechanism.

Contents note continued: 30. The Foot-in-the-Door and Door-in-the-Face Techniques: Self-Perception Theory -- 31. So Long as the Music Is Playing: Sound Waves and Magnetic Waves -- Factor 4 Commitment -- 32. Feeling Good and Doing Good: Mood and Atmosphere -- 33.A Personal Face: Social Bond Theory and Lost Property -- 34. Cows and Post-It Notes: Love in the Workplace -- 35. The Place Stinks: Smell and Association -- 36. Wealth is Damaging: Red Rags and Red Flags -- 37. Morals on Vacation: Cognitive Dissonance and Rationalizations -- Factor 5 Transparency -- 38. The Mirror as a Reality Check: Objective Self-Awareness and Self-Evaluation -- 39. Constrained by the Eyes of Strangers: The Four Eyes Principle -- 40. Lamps and Sunglasses: Detection Theory, Controlitis and the Spotlight Test -- 41. Deceptive Appearances: Moral Self-Fulfillment and the Compensation Effect -- 42. Perverse Effects of Transparency: Moral Licensing and the Magnetic Middle -- Factor 6 Openness.

Contents note continued: 43.A Problem Shared is a Problem Halved: Communication Theory -- 44. What You See Is not What You Say: Group Pressure and Conformity -- 45. Explaining, Speaking Out, and Letting off Steam: Pressure Build-Up Under Thought Suppression -- 46. Blow the Whistle and Sound the Alarm: The Bystander Effect and Pluralistic Ignorance -- Factor 7 Enforcement -- 47. The Value of Appreciation: Compliments and the Midas Effect -- 48. Washing Dirty Hands: Self-Absolution and the Macbeth Effect -- 49. Punishment Pitfalls: Deterrence Theory -- 50. The Price of a Penalty: The Crowding-Out Effect -- 51. The Corrupting Influence of Rewards and Bonuses: The Overjustification Effect -- 52. The Heinz Dilemma: Levels of Moral Development.