Self‑Serving Bias in Corporate Scandals

Corporations and executives routinely interpret risky or unethical choices in ways that protect self‑interest; making self‑serving bias an explicit target of corporate governance (audits, counterfactual red‑team reviews, independent decision vetoes) would close a common psychological loophole that lets malfeasance persist. Teaching and institutionalizing debiasing procedures in audits, boards, and regulation reduces repeat scandals. — Naming and designing policy to counter cognitive self‑serving bias reframes corporate reform from punishment after the fact to preventative governance, with implications for audit rules, board structure, and whistleblower regimes.