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Ambiguity Fuels Unethical Decisions

Ambiguity Fuels Unethical Decisions

New research suggests that we use situational ambiguity to justify lies and deceptions.

Experts discovered that we tend to lie and cheat only to the extent that we can justify our transgressions. Viewing an issue in shades of gray appears to relax our moral compass and help us rationalize our behavior.

Investigators came to this conclusion after two related experiments showed that people are apt to cheat on a task in favor of their self-interest — but only when the situation is ambiguous enough to provide moral cover.

The research, conducted by psychological scientists Andrea Pittarello, Margarita Leib, Tom Gordon-Hecker, and Shaul Shalvi, at Ben-Gurion University of the Negev in Israel, is published in the journal Psychological Science.

“Whether in sensational corporate scandals or more ordinary transgressions, individuals often violate ethical principles to serve their self-interest. Our results suggest that such ethical failures are mostly likely to occur in settings in which ethical boundaries are blurred,” the researchers of the study write.

“In ambiguous settings, people’s motivation directs their attention towards tempting information, shaping their self-serving lies,” says Pittarello.

Using an “ambiguous dice” paradigm, the researchers had participants look at a computer screen that displayed the rolls of a total of six dice, while their gaze was monitored using eye-tracking equipment.

The participants were asked to report the number rolled for the die appearing closest to a designated target on the screen.

In one condition, participants were told that they would be paid according to the value they reported observing — thus, reporting a die roll of six would result in a bigger payoff than a die roll of five. The participants could maximize their income by reporting a six for every trial, but then their cheating would be obvious and difficult to justify.

The researchers hypothesized that participants would be tempted to cheat when they could justify their self-serving ‘mistakes’ by reporting having seen the outcome of the die roll that was actually second closest to the designated target.

In another condition, participants were told they would be paid for the accuracy of their report. Mistakes in this condition could only harm participants’ potential payout, so the researchers hypothesized that the value of the second closest die would not influence participants’ reports. This condition served to rule out other factors that could potentially lead people to misreport the rolls.

Overall, the participants reported the correct value in about 84 percent of the pay-for-report trials and about 90 percent of the pay-for-accuracy trials. Importantly, the mistakes made in the pay-for-report trials showed a self-serving pattern: Participants were more likely to report the second closest die when it was tempting (i.e., higher) than when it was not.

And data on eye gaze showed that a tempting value on the second closest die did grab participants’ attention on pay-for-report trials; in these cases, they spent relatively more time gazing at the tempting die and less time gazing at the nearest die.

In a second experiment, the researchers varied the distance between the nearest die and the target to see whether more ambiguous configurations — in which the target was very close to being in the middle between two dice — would lead to more self-serving mistakes.

Again, the data showed that the temptation of a higher number on the second closest die influenced participants’ reports when they were compensated according to the number reported rather than the accuracy of the report.

But the results also showed that ambiguity played an additional role in guiding behavior: Participants were more likely to report a tempting value from the second closest die when the target appeared relatively close to the middle than when it was clearly closer to the first die. As predicted, this effect did not emerge when participants were paid according to their accuracy.

“These results indicate that situations in which ambiguity is high are especially prone to self-serving interpretation of available information. If you seek to boost own or organizational ethical behavior — then reduce ambiguity and make things clear,” says Shalvi.

Source: Association for Psychological Science

Ambiguity Fuels Unethical Decisions

Rick Nauert PhD

Rick Nauert, PhDDr. Rick Nauert has over 25 years experience in clinical, administrative and academic healthcare. He is currently an associate professor for Rocky Mountain University of Health Professionals doctoral program in health promotion and wellness. Dr. Nauert began his career as a clinical physical therapist and served as a regional manager for a publicly traded multidisciplinary rehabilitation agency for 12 years. He has masters degrees in health-fitness management and healthcare administration and a doctoral degree from The University of Texas at Austin focused on health care informatics, health administration, health education and health policy. His research efforts included the area of telehealth with a specialty in disease management.

APA Reference
Nauert PhD, R. (2018). Ambiguity Fuels Unethical Decisions. Psych Central. Retrieved on September 20, 2020, from
Scientifically Reviewed
Last updated: 8 Aug 2018 (Originally: 28 Apr 2015)
Last reviewed: By a member of our scientific advisory board on 8 Aug 2018
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