Anticipating emotions, building morality: ethical insights for organizations

While in the past, philosophers believed that our moral behavior was a choice based on rational decision-making, psychology questions this assumption pointing to the role emotions such as guilt-feelings play in our morality. As organizations grapple with ethical challenges, understanding how individuals predict and respond to collective wrongdoing can offer actionable strategies for improving decision-making and fostering accountability.

How well can we predict our own emotionality? How would we feel and would we behave morally when put into a difficult situation? What are the implications in terms of moral behaviors? Which key examples could illustrate that?

The gap between anticipated and “real” guilt

Imagine you are part of a team striving to achieve a significant long-term goal. Along the way, your team will face a series of decisions and actions, some of which may lead to feelings of pride and admiration when things go right. But when things go wrong, emotions like guilt or regret may arise. These emotions, known as moral emotions, are rooted in our judgments of right and wrong.

Over the past decade, research has shown that rather than purely rational considerations, emotions play a crucial role in how we evaluate ethical situations and make decisions. Today, it is widely accepted that moral emotions are essential for guiding and regulating our behavior - both as individuals and within teams.

When it comes to collective decisions, not only teams but also entire organizations, collectives, and nations often encounter ethical dilemmas that result in unintended harm or undeserved benefits. In a recent study (1) my co-author - Udo Rudolph (TUC) – and I found that individuals tend to significantly overestimate how guilty they will feel about collective wrongdoing, which can influence their actions. Indeed, when confronted with the real consequences of their group’s decisions, the guilt study participants experience is often less intense than imagined.

This gap between imagined and experienced guilt underscores the importance of designing systems and practices that encourage ethical behavior based on real-world contexts.

The key role of direct accountability

One effective way to address this mismatch and the resulting overestimation of our own morality is by fostering direct accountability in decision-making. Encouraging teams to review the impact of their decisions in real-time can lead to immediate reflection and corrective action. Aligning team goals with ethical standards is also crucial.

When ethics are embedded into project objectives and team charters, it ensures they remain a priority throughout the decision-making process. Additionally, regular opportunities for reflection, such as quarterly team discussions, can help reinforce a culture of continuous learning and improvement around ethical decision-making.

The interest of scenarios and simulations

Interestingly, this research reveals that people feel a stronger moral response when their group causes harm compared to providing undeserved benefits to others. Organizations should leverage this insight by focusing training and discussions on scenarios that highlight the consequences of harm caused by inaction or biased decisions. This focus can encourage teams to develop fairer, more thoughtful approaches to decision-making.

Simulations offer another powerful tool for bridging the gap between imagined and actual moral responses. By creating safe, controlled environments, simulations allow employees to explore the consequences of their decisions, improving their ability to predict and address ethical challenges. Virtual reality (VR) training, for instance, has been used effectively to immerse managers in scenarios that highlight the ethical implications of supply chain decisions, fostering deeper understanding and better outcomes.

Some Examples in Action

Here are a few examples we came up with when reflecting on these issues:

1. A multinational company implemented role-play workshops where employees simulated resource allocation decisions. Participants reported greater awareness of the moral consequences of favoritism and adjusted their approach in real projects.
2. A technology firm introduced a policy where teams regularly reviewed customer feedback on product fairness and sustainability. These discussions led to actionable changes, including redesigning features to be more inclusive.
3. A financial institution conducted workshops to address the ethical implications of biased credit allocation. By focusing on cases where harm was caused to disadvantaged groups, participants were motivated to create fairer evaluation criteria.
4. A retail company held quarterly reflection sessions where teams evaluated past decisions against evolving ethical standards. This practice embedded continuous moral learning into their culture.
5. An energy company developed a public commitment platform where employees pledged to support sustainability initiatives. Peer recognition and regular updates ensured follow-through on these commitments.

Understanding the dynamics of collective guilt and leveraging these insights can empower business leaders to foster a culture of accountability, empathy, and ethical action.

Teams, groups, and entire organizations that bridge the gap between imagined and experienced moral behavior not only strengthen their ethical foundations but also build trust and long-term success.

Photo by Product School via Unsplash