Here are two excerpts:
To survive the injustice of unresolved competing goals, leaders, usually middle management, become self-protective, putting the focus of their team or department ahead of others. Such self-protection turns to self-interest as chronic pain persists from living in the gap between unrealistic demands and unfair resource allocation. Resentment turns to justification as people conclude, “I’m not going down with the ship.” And eventually, unfettered self-interest and its inherent justification become conscious choices to compromise, usually from a sense of entitlement. People simply conclude, “I have no choice” or “I deserve this.” Says Jonathan Haidt, Professor of Business Ethics at NYU and founder of Ethical Systems, “Good people will do terrible things when people around them are even gently encouraging them to do so.” In many cases, that “gentle encouragement” comes in the form of simply ignoring what might provoke poor choices.
3. Clarify decision rights. Organizational governance – which is different from “Corporate Governance” – is the distribution of authority, resources, and decision rights across an organization. Carefully designed, it synchronizes an organization and ensures natural tensions are openly managed. Knowing which leaders are accountable for which decisions and resources removes the uncertainty many organizations suffer from. When there is confusion about decision rights, competing priorities proliferate, setting the stage for organizational contradictions to arise.
The article is here.