INTERVIEW - «Im Silicon Valley fühlen sie sich der restlichen Welt weit überlegen und sind für Kritik nicht empfänglich»

In his book "The Dark Pattern: The Hidden Dynamics of Corporate Scandals", renowned business ethicist Guido Palazzo argues that corporate scandals are not primarily the work of individual bad actors. Instead, they are almost always the result of toxic organizational structures where those involved become increasingly blind to their own wrongdoing. Palazzo, a professor of business ethics at HEC Lausanne and a consultant to major corporations, has seen this firsthand in the company cultures he has analyzed.

Palazzo points to the rigid ideology in Silicon Valley as a key factor in the current corporate scandals. This ideology, often referred to as "techno-utopianism," holds that artificial intelligence will soon solve all of humanity's problems, and that working and being sick are things of the past. This blind faith in technology leads companies to dismiss outside criticism and regulation as obstacles to be overcome.

According to Palazzo, the consequence of this ideology is that those in charge think they are above society's rules. Laws no longer apply to them, as demonstrated when an attorney for Elon Musk suggested that Musk has no fear of government regulators. This dangerous mindset erases any sense of wrongdoing and stifles compliance within organizations.

Palazzo warns that unattainable goals and aggressive deadline pressures can create corrupt incentives in organizations. In his book, he explains how this mechanism works: when leaders set impossible targets, they create a toxic work environment where employees are afraid to speak up about problems. A prime example is the VW diesel scandal, where engineers were unable to build the promised low-emission engine within the given timeframe and budget. The pressure to meet unrealistic goals led them to manipulate the system or even engage in fraud.

Palazzo describes the atmosphere in such organizations as one of constant fear, where speaking out about issues is seen as life-threatening. Leaders may shout, demean, and publicly humiliate those who raise concerns. In this toxic environment, no one dares to admit there is a problem. This is similar to the situation at VW under Martin Winterkorn, where the phrase "Who has a problem is a problem" dominated the company culture.

Engineers were silenced when confronted with technical issues, leading them to find any solution, even if it meant bending the rules or engaging in unethical practices.