T5 – Ethics

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• Why decent managers act immorally Moral ambivalence
• Acting immorally without guilt Moral disengagement
• Separating behavior from consequence Cognitive disconnection
• Explains unethical acts without emotion Neutralization
• Selective deactivation of moral control Disengagement process
• Disconnecting morality from profit logic Corporate detachment
• Focus on descriptive and normative ethics Ethical duality
• Framing harm as serving a noble cause Moral justification
• Softening harmful actions through wording Euphemistic labeling
• Comparing to worse acts to seem better Advantageous comparison
• Recasting unethical acts as beneficial Moral reframing
• Language as moral camouflage Linguistic disguise
• Blaming authority for one’s actions Displacement of responsibility
• Hiding behind collective decision-making Diffusion of responsibility
• Ignoring or minimizing damage done Distorting consequences
• Using cost–benefit logic to justify harm Rationalization
• Denial of real effects on others Consequence denial
• Stripping victims of humanity Dehumanization
• Portraying others as provoking harm Attribution of blame
• Seeing self as victim, not perpetrator Victim narrative
• Shifting moral responsibility outward Blame displacement
• Emotional detachment from victims Moral distancing
• Clear accountability and roles Accountability
• Making harm visible to all Transparency
• Avoid sanitized corporate language Challenging euphemism
• Show human impact of actions Humanization
• Expose excuses and reassign agency Legitimacy challenge
• Judging by outcomes Consequentialism
• Judging by duty or intent Deontology
• Profit vs. moral obligation Ethical conflict
• Using ethics to evaluate actions Moral reasoning
• Combining “is” and “ought” Descriptive–normative link

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