Reading Carucci’s “Why Ethical People Make Unethical Choices” made me think about how subtle pressures in everyday workplaces can normalize behavior that feels wrong in hindsight. Instead of dramatic scandals like Wells Fargo or the Astros, I thought about industries where the pressure is quieter—like healthcare or education. For example, doctors sometimes feel pushed to see more patients in less time, which can lead to rushed care or overlooking details. Teachers may face pressure to “teach to the test” rather than focus on meaningful learning. In both cases, individuals don’t wake up planning to cut corners, but systemic incentives and cultural norms make it feel acceptable.

Carucci’s point that compliance rules aren’t enough really stood out. A handbook can say one thing, but if promotions, bonuses, or recognition only go to people who hit metrics, then values take a backseat. What struck me most was how small compromises pile up. People convince themselves that bending the rules “just this once” is harmless, but over time those choices shift the culture.

For leadership, the takeaway is that ethics isn’t about dramatic moments of right and wrong—it’s about the everyday environment leaders create. If leaders celebrate transparency as much as outcomes, people feel safer raising concerns before they grow into crises. It also means building systems where speaking up is rewarded, not punished. To me, the bigger lesson is that ethical leadership is proactive: if you don’t shape the culture intentionally, it will shape itself, often in ways you don’t want.

Carucci, Ron. “Why Ethical People Make Unethical Choices.” Harvard Business Review (2016).