d one's own group are preferable, and even superior to all other ways and groups.
Finally, the third domain which Messick and Bazerman (1996) discuss in relationship to the psychology of decision making is theories about ourselves. According to them, when executives have very distorted theories about themselves, then they are likely to make bad, and even unethical, decisions. Three of the flaws that they discuss as typical for leaders are the illusion of superiority, self serving fairness biases, and overconfidence.
In looking at overconfidence in relationship to decision making, it is clear how this could lead to problems. As the authors note, if people erroneously believe that they know more than they really do know, and that their judgment is better than it actually is, then decisions that emerge from this overconfidence can be harmful to the organization and others.
Clearly, the worst possible situation for ethical decision making is that in which the leader begins with distorted views of the world, other people, and himself or her
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