I am a social psychologist interested in when and why our ethical behavior sometimes falls short of our intentions (“bounded ethicality”). I am an associate professor of Management and Organizations at the Stern School of Business, New York University. Prior to becoming an academic, I worked for 11 years in the corporate world.

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Ethical Systems Interview (October 2015)

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My Approach to Ethical Systems:

I study the ethical consequences of the busy, modern manager. Specifically, I am interested in the conditions under which managers, leaders, and other hurried decision-makers are unintentionally or unknowingly unethical. That is, I focus on how the messy features of a decision-making environment (for example, loss framing, time pressure, cognitive load, ambiguity, high pay, high power, insecure attachment, and stereotypical social structures) lead us to be less ethical and more biased than we intend.

Generally, my work on “bounded ethicality” focuses on the systematic, psychological processes that constrain the ethical decision-making of ordinary, well-meaning people.

My Major Relevant Publications:

  • Chugh, D. and Brief, A. (2008). 1964 was not that long ago: A Story of Gateways and Pathways. In Brief, A. (Ed.), Diversity at work. Cambridge, England: Cambridge University Press.

  • Bazerman, M. & Chugh, D. (2006). Decisions without Blinders. Harvard Business Review, 84(1), 88-97. [Please email for copy]

  • Chugh, D., Banaji, M., & Bazerman, M. (2005). Bounded Ethicality as a Psychological Barrier to Recognizing Conflicts of Interest. In Moore, D., Cain, D., Loewenstein, G., & Bazerman, M. (Eds.), Conflicts of Interest: Challenges and Solutions in Business, Law, Medicine, and Public Policy. New York: Cambridge University Press.

  • Chugh, D. (2004). Societal and Managerial Implications of Implicit Social Cognition: Why Milliseconds Matter. Social Justice Research, 17(2), 203-222.