Don A. Moore is Assistant Professor of Organizational Behavior and Theory at the Tepper School of Business at Carnegie Mellon University. His research interests include bargaining and negotiation, decision making and decision-making biases, and environmental issues in management. Professor Moore's research has appeared in Organization Behavior and Human Decision Processes, the Journal of Personality and Social Psychology, the Journal of Applied Psychology, the Journal of Legal Studies, the Journal of Economic Behavior and Organization, and the Annual Review of Psychology. He has received awards for both research and teaching. Daylian M. Cain is a doctoral candidate at the Tepper School of Business at Carnegie Mellon University, a Fellow of the Social Sciences and Humanities Research Council of Canada, and a William Larimer Mellon Scholar. George Loewenstein is Professor of Economics and Psychology in Carnegie Mellon University's Department of Social and Decision Science. He has held academic positions and fellowships at The University of Chicago's Graduate School of Business, the Center for Advanced Study in the Behavioral Sciences, The Institute for Advanced Study in Princeton, the Russell Sage Foundation, and The Institute for Advanced Study in Berlin. A specialist in behavioral economics, he is the author of over 100 scholarly articles and book chapters, and is co-editor of Choices Over Time, Time and Decision, and Advances in Behavioral Economics. His research interests focuses on people's predictions of their future behavior. Professor Loewenstein had served on the editorial board of the Journal of Behavioral Decision Theory, Behavior and Philosophy, Management Science, the Journal of Risk and Uncertainty, and the Journal of Psychology and Financial Markets. Max H. Bazerman is Jesse Isidor Straus Professor of Business Administration at Harvard Business School. Prior to joining the Harvard faculty, he served on the faculty of the Kellogg Graduate School of Management of Northwestern University for 15 years. Professor Bazerman's research focuses on decision making, negotiation, creating joint gains in society, and the natural environment. He is the author or co-author of over 150 research articles and chapters, and the author, co-author, or co-editor of eleven books, including Predictable Surprises (with Michael Watkins), You Can't enlarge the Pie: The Psychology of Ineffective Government (2001, with J. Baron and K. Shonk), and Judgement in Managerial Decision Making (2002). Professor Bazerman is a member of the editorial boards of the Journal of Behavioral Decision Making, American Behavioral Scientist, Journal of Management and Governance, The Journal of Psychology and Financial Markets, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and the International Journal of Conflict Management. He received the Everett Mendelsohn Excellence in mentoring Award form Harvard University's Graduate School of Arts and Sciences.

"This books is a genuine public service, above all because it shows how human psychology can make conflicts of interest quite intractable. Often, for example, people believe that it is enough for those with a conflict simply to disclose it. Unfortunately, disclosure often does little or no good. Filled with insights and highly relevant to public policy, this outstanding book is must reading for anyone interested in the role of conflicts of interest in both private and public sectors." Cass Sunstein, University of Chicago

• List of contributors; Acknowledgements; Introduction Don A. Moore, George Loewenstein, Daylian M. Cain, and Max H. Bazerman; Part I. Business: 1. Managing conflicts of interest within organizations: does activating social values change the impact of self-interest on behavior? Tom R. Tyler; 2. Commentary: on Tyler's 'Managing conflicts of interest within organizations' Robyn Dawes; 3. A review of experimental and archival conflicts-of-interest research in auditing Mark W. Nelson; 4. Commentary: conflicts of interest in accounting Don A. Moore; 5. Bounded ethicality as a psychological barrier to recognizing conflicts of interest Dolly Chugh, Max H. Bazerman and Mahzarin R. Banaji; 6. Commentary: bounded ethicality and conflicts of interest Ann E. Tenbrunsel; 7. Coming clean but playing dirtier: the shortcomings of disclosure as a solution to conflicts of interest Daylian M. Cain, George Loewenstein and Don A. Moore; 8. Commentary: psychologically naive assumptions about the perils of conflicts of interest Dale T. Miller; Part II. Medicine: 9. Physicians' financial ties with the pharmaceutical industry: a critical element of a formidable marketing network Jerome P. Kassirer; 10. Commentary: how did we get into this mess? Peter A. Ubel; 11. Why are (some) conflicts of interest in medicine so uniquely vexing? Andrew Stark; 12. Commentary: financial conflicts of interest and the identity of academic medicine Scott Y. H. Kim; Part III. Law: 13. Legal responses to conflicts of interest Samuel Issacharoff; 14. Commentary: conflicts of interest begin where principal-agent problems end George Loewenstein; 15. Conflicts of interest and strategic ignorance of harm Jason Dana; 16. Commentary: strategic ignorance of harm Daylian M. Cain; Part IV. Public Policy: 17. Conflicts of interest in public policy research Robert J. MacCoun; 18. Commentary: conflicts of interest in policy analysis: compliant pawns in their game? Baruch Fischhoff; 19. Conflict of interest as an objection to consequentialist moral reasoning Robert H. Frank; 20. Commentary: conflict of interest as a threat to consequentialist reasoning David M. Messick; Index.

Don A. Moore is Assistant Professor of Organizational Behavior and Theory at the Tepper School of Business at Carnegie Mellon University. His research interests include bargaining and negotiation, decision making and decision-making biases, and environmental issues in management. Professor Moore's research has appeared in Organization Behavior and Human Decision Processes, the Journal of Personality and Social Psychology, the Journal of Applied Psychology, the Journal of Legal Studies, the Journal of Economic Behavior and Organization, and the Annual Review of Psychology. He has received awards for both research and teaching. Daylian M. Cain is a doctoral candidate at the Tepper School of Business at Carnegie Mellon University, a Fellow of the Social Sciences and Humanities Research Council of Canada, and a William Larimer Mellon Scholar. George Loewenstein is Professor of Economics and Psychology in Carnegie Mellon University's Department of Social and Decision Science. He has held academic positions and fellowships at The University of Chicago's Graduate School of Business, the Center for Advanced Study in the Behavioral Sciences, The Institute for Advanced Study in Princeton, the Russell Sage Foundation, and The Institute for Advanced Study in Berlin. A specialist in behavioral economics, he is the author of over 100 scholarly articles and book chapters, and is co-editor of Choices Over Time, Time and Decision, and Advances in Behavioral Economics. His research interests focuses on people's predictions of their future behavior. Professor Loewenstein had served on the editorial board of the Journal of Behavioral Decision Theory, Behavior and Philosophy, Management Science, the Journal of Risk and Uncertainty, and the Journal of Psychology and Financial Markets. Max H. Bazerman is Jesse Isidor Straus Professor of Business Administration at Harvard Business School. Prior to joining the Harvard faculty, he served on the faculty of the Kellogg Graduate School of Management of Northwestern University for 15 years. Professor Bazerman's research focuses on decision making, negotiation, creating joint gains in society, and the natural environment. He is the author or co-author of over 150 research articles and chapters, and the author, co-author, or co-editor of eleven books, including Predictable Surprises (with Michael Watkins), You Can't enlarge the Pie: The Psychology of Ineffective Government (2001, with J. Baron and K. Shonk), and Judgement in Managerial Decision Making (2002). Professor Bazerman is a member of the editorial boards of the Journal of Behavioral Decision Making, American Behavioral Scientist, Journal of Management and Governance, The Journal of Psychology and Financial Markets, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and the International Journal of Conflict Management. He received the Everett Mendelsohn Excellence in mentoring Award form Harvard University's Graduate School of Arts and Sciences.

"This books is a genuine public service, above all because it shows how human psychology can make conflicts of interest quite intractable. Often, for example, people believe that it is enough for those with a conflict simply to disclose it. Unfortunately, disclosure often does little or no good. Filled with insights and highly relevant to public policy, this outstanding book is must reading for anyone interested in the role of conflicts of interest in both private and public sectors." Cass Sunstein, University of Chicago

• List of contributors; Acknowledgements; Introduction Don A. Moore, George Loewenstein, Daylian M. Cain, and Max H. Bazerman; Part I. Business: 1. Managing conflicts of interest within organizations: does activating social values change the impact of self-interest on behavior? Tom R. Tyler; 2. Commentary: on Tyler's 'Managing conflicts of interest within organizations' Robyn Dawes; 3. A review of experimental and archival conflicts-of-interest research in auditing Mark W. Nelson; 4. Commentary: conflicts of interest in accounting Don A. Moore; 5. Bounded ethicality as a psychological barrier to recognizing conflicts of interest Dolly Chugh, Max H. Bazerman and Mahzarin R. Banaji; 6. Commentary: bounded ethicality and conflicts of interest Ann E. Tenbrunsel; 7. Coming clean but playing dirtier: the shortcomings of disclosure as a solution to conflicts of interest Daylian M. Cain, George Loewenstein and Don A. Moore; 8. Commentary: psychologically naive assumptions about the perils of conflicts of interest Dale T. Miller; Part II. Medicine: 9. Physicians' financial ties with the pharmaceutical industry: a critical element of a formidable marketing network Jerome P. Kassirer; 10. Commentary: how did we get into this mess? Peter A. Ubel; 11. Why are (some) conflicts of interest in medicine so uniquely vexing? Andrew Stark; 12. Commentary: financial conflicts of interest and the identity of academic medicine Scott Y. H. Kim; Part III. Law: 13. Legal responses to conflicts of interest Samuel Issacharoff; 14. Commentary: conflicts of interest begin where principal-agent problems end George Loewenstein; 15. Conflicts of interest and strategic ignorance of harm Jason Dana; 16. Commentary: strategic ignorance of harm Daylian M. Cain; Part IV. Public Policy: 17. Conflicts of interest in public policy research Robert J. MacCoun; 18. Commentary: conflicts of interest in policy analysis: compliant pawns in their game? Baruch Fischhoff; 19. Conflict of interest as an objection to consequentialist moral reasoning Robert H. Frank; 20. Commentary: conflict of interest as a threat to consequentialist reasoning David M. Messick; Index.

Don A. Moore is Assistant Professor of Organizational Behavior and Theory at the Tepper School of Business at Carnegie Mellon University. His research interests include bargaining and negotiation, decision making and decision-making biases, and environmental issues in management. Professor Moore's research has appeared in Organization Behavior and Human Decision Processes, the Journal of Personality and Social Psychology, the Journal of Applied Psychology, the Journal of Legal Studies, the Journal of Economic Behavior and Organization, and the Annual Review of Psychology. He has received awards for both research and teaching. Daylian M. Cain is a doctoral candidate at the Tepper School of Business at Carnegie Mellon University, a Fellow of the Social Sciences and Humanities Research Council of Canada, and a William Larimer Mellon Scholar. George Loewenstein is Professor of Economics and Psychology in Carnegie Mellon University's Department of Social and Decision Science. He has held academic positions and fellowships at The University of Chicago's Graduate School of Business, the Center for Advanced Study in the Behavioral Sciences, The Institute for Advanced Study in Princeton, the Russell Sage Foundation, and The Institute for Advanced Study in Berlin. A specialist in behavioral economics, he is the author of over 100 scholarly articles and book chapters, and is co-editor of Choices Over Time, Time and Decision, and Advances in Behavioral Economics. His research interests focuses on people's predictions of their future behavior. Professor Loewenstein had served on the editorial board of the Journal of Behavioral Decision Theory, Behavior and Philosophy, Management Science, the Journal of Risk and Uncertainty, and the Journal of Psychology and Financial Markets. Max H. Bazerman is Jesse Isidor Straus Professor of Business Administration at Harvard Business School. Prior to joining the Harvard faculty, he served on the faculty of the Kellogg Graduate School of Management of Northwestern University for 15 years. Professor Bazerman's research focuses on decision making, negotiation, creating joint gains in society, and the natural environment. He is the author or co-author of over 150 research articles and chapters, and the author, co-author, or co-editor of eleven books, including Predictable Surprises (with Michael Watkins), You Can't enlarge the Pie: The Psychology of Ineffective Government (2001, with J. Baron and K. Shonk), and Judgement in Managerial Decision Making (2002). Professor Bazerman is a member of the editorial boards of the Journal of Behavioral Decision Making, American Behavioral Scientist, Journal of Management and Governance, The Journal of Psychology and Financial Markets, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and the International Journal of Conflict Management. He received the Everett Mendelsohn Excellence in mentoring Award form Harvard University's Graduate School of Arts and Sciences.

"This books is a genuine public service, above all because it shows how human psychology can make conflicts of interest quite intractable. Often, for example, people believe that it is enough for those with a conflict simply to disclose it. Unfortunately, disclosure often does little or no good. Filled with insights and highly relevant to public policy, this outstanding book is must reading for anyone interested in the role of conflicts of interest in both private and public sectors." Cass Sunstein, University of Chicago

• List of contributors; Acknowledgements; Introduction Don A. Moore, George Loewenstein, Daylian M. Cain, and Max H. Bazerman; Part I. Business: 1. Managing conflicts of interest within organizations: does activating social values change the impact of self-interest on behavior? Tom R. Tyler; 2. Commentary: on Tyler's 'Managing conflicts of interest within organizations' Robyn Dawes; 3. A review of experimental and archival conflicts-of-interest research in auditing Mark W. Nelson; 4. Commentary: conflicts of interest in accounting Don A. Moore; 5. Bounded ethicality as a psychological barrier to recognizing conflicts of interest Dolly Chugh, Max H. Bazerman and Mahzarin R. Banaji; 6. Commentary: bounded ethicality and conflicts of interest Ann E. Tenbrunsel; 7. Coming clean but playing dirtier: the shortcomings of disclosure as a solution to conflicts of interest Daylian M. Cain, George Loewenstein and Don A. Moore; 8. Commentary: psychologically naive assumptions about the perils of conflicts of interest Dale T. Miller; Part II. Medicine: 9. Physicians' financial ties with the pharmaceutical industry: a critical element of a formidable marketing network Jerome P. Kassirer; 10. Commentary: how did we get into this mess? Peter A. Ubel; 11. Why are (some) conflicts of interest in medicine so uniquely vexing? Andrew Stark; 12. Commentary: financial conflicts of interest and the identity of academic medicine Scott Y. H. Kim; Part III. Law: 13. Legal responses to conflicts of interest Samuel Issacharoff; 14. Commentary: conflicts of interest begin where principal-agent problems end George Loewenstein; 15. Conflicts of interest and strategic ignorance of harm Jason Dana; 16. Commentary: strategic ignorance of harm Daylian M. Cain; Part IV. Public Policy: 17. Conflicts of interest in public policy research Robert J. MacCoun; 18. Commentary: conflicts of interest in policy analysis: compliant pawns in their game? Baruch Fischhoff; 19. Conflict of interest as an objection to consequentialist moral reasoning Robert H. Frank; 20. Commentary: conflict of interest as a threat to consequentialist reasoning David M. Messick; Index.