Why organizational misconduct happens: A look at the Atlanta cheating scandal
Aaron Pallas
What do the Atlanta test-score scandal and the British tabloid phone-hacking scandal have in common?
Both cases are widely publicized instances of wrongdoing, appearing to emanate from the top of the organization, and pressing downward. We know that some individuals were involved in the transgressions, but not others.
Under these circumstances, it’s not surprising that public anger is directed at individuals who have engaged in misconduct. There is a tendency to attribute their bad behavior to fundamental flaws in their character: they lack integrity, they are immoral, and they’re just plain bad people. In contrast, those who did not break the rules were moral, upstanding, and professional.
But to cast these scandals in this way is to miss the forest for the trees. Although it may be satisfying to blame the individuals involved, doing so frames the problem as one of individual personality and moral character, ignoring a critical fact: These are examples of organizational misconduct—when individuals acting in their