HUMAN RESOURCES / The Neuroscience of Ethics: Why Good People Do Bad Things at Work

Excerpt from session:

It’s a question that puzzles and frustrates leaders the world over, especially those of us who work in governance, risk, compliance or HR: Why do good people act against their better judgement in the workplace?

This mystery can be cleared by applying the latest insights from the burgeoning field of neuroscience, and more specifically from the sub-speciality known as Social Cognitive Affective Neuroscience (SCAN). When we have unequivocal answers to our central question, we have a strong foundation for reflecting on which leadership and organisational practices are essential if people are to become and remain their best selves in the workplace. The conclusions we reach confirm the importance of many existing GRC and HR best practices. But there is another, complementary field that is becoming a source of inspiring, novel approaches to achieving compliance: behavioural economics. We will look at the exciting concept of ‘nudging for ethics’ and its practical application. Finally, we examine the remarkable parallels between the workplace practices that promote ethical conduct and those that promote high levels of employee engagement.

The 2019 CEEEC delegates will experience a strengthening of confidence in their current thinking and will be able to pursue their goals with greater conviction, while returning to the workplace armed with new concepts and ideas for immediate and effective application.

Main Takeaways:

  • Illuminating insights from neuroscience for the leadership of ethics
  • “Nudging for ethics”: inspiration from the field of behavioural economics
  • The powerful intersection of ethics and employee engagement