Kai Neumanns model „Ethical management“ (17.10.15) and his (a little bit grey) hint to „cognitive dissonance“ triggered this raw-model. Because I did not find an easy way to integrate it in Kai’s model, I left it in this ‚isolated‘ form – but perhaps you, Kai, or somebody else will transfer it (or parts of it).
I think, the cognitive dissonance usually is on the part of the consumers likewise and the problem of feeling unhappy with it as well. The techniques to get rid of the unhappiness may be different (more splitting and denial, to put it in psychoanalytical terms), but we should not blame the managers alone.
The emotional conflict, in which we get by cognitive dissonance, which makes as feeling unease, can be solved be stopping unethical behavior, but the relative frequency is rather low. The alternative is to get rid of the pricks of conscience by narcotizing it. The probalitiy for this is high because of pressures out of the hierarchical structure of enterprises (and institutions) – „external pressures“ in the model. My last readings on this are Tavris, C.& Aronson, E. (2007): Mistakes Were Made (but not by me). Why we justify Foolish Beliefs, Bad Decisions and Hurtful Acts." Orlando usw.;
Bazerman, M.H.& Tenbrunsel, A. (2011): Blind Spots: Why we fail to do what's right and what to do about it." Princeton University Press“ and Bandura, A. (1999): Moral Disengagement in the Perpetration of Inhumanities". Personality and Social Psychology Review Vol. 3,, S. 193–209