behaviors and attitudes within Enron

In your case write-up answer the following questions:

  1. In the case of Enron, what behaviors and attitudes within Enron set the groundwork for employees to act unethically?
  2. Do you see examples of how putting a financial incentive on behavior undermined other goals that most people would have, or changed the perception of behavior from something that most would consider very unethical to something that those within Enron evaluated favorably?
  3. Think of the behavior of executives like Ken Lay, Jeff Skilling, and Andy Fastow, but also of those in the middle of the organization such as the traders, managers, and accountants. Do the Milgram experiments shed any light into their behavior? Thinking about the course content we have discussed so far, what concrete action might you take to mitigate the dangers of financial incentive crowding out ethics?

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