First, I would like to thank Professor Max Bazerman for generating the theme “Blind Spots: We’re Not as Ethical as We Think” for discussion because it is very relevant to effective and sustainable development. Every organization needs ethical decision-making to thrive (Velasquez, Moberg, Meyer, Shanks, McLean, DeCosse, Andre, & Hanson, 2010).
There are organismic and sociological factors which militate against ethical decision-making. Discernibly, endogenous factors such as bias, anger, greed, lust, the mind’s demands, integration of the three gunas or qualitative modes of material nature (namely, the modes ignorance, passion, and goodness), identity crisis, pathological state of consciousness, low self-control, phenomenological mindset, and maladjustment play some role in ethical decision-making.
Essentially, it is germane to be sure that our decision-making process has passed the litmus test of social and psychological sanity so as to be effectively positioned on the pivot of ethical thinking inasmuch as decision-makers imbued with phenomenological mindset, maladjustment, pathological state of consciousness, bias, identity crisis, etc. may not facilitate ethical decision-making in organizations.