Scandals in companies such as Enron have been a source of great concern in the last decade. The events that led to a global financial crisis in 2008 have heightened this concern. How does one account for executive behaviors that led to such a crisis? This article argues that a conjunction of motive, means, and opportunity creates 'an ethical hazard' making questionable executive decisions more probable. It then suggests that corporate unethical behavior can be minimized by creating a process to identify and remove such ethical hazards, and by appointing an 'ethical hazards marshal.'

An olfactory experiment using a category-judgement paradigm is reported. Right-handed women showed a right-nostril superiority in identifying five intensity levels of n-butanol. The results are seen as supporting Pendse's (1978) hypothesis that hemispheric specialization for language and visuospatial functions can be accounted for in terms of an information transmission model.

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Churchman and Schainblatt and successive workers have approached the implementation of OR/MS recommendations as an interaction between the manager and the management scientist. Over the past decade, the transactional analysis (T. A.) approach has been applied widely to the study of two-person interactions and “games people play.” In this paper, the authors compare the T. A. approach with the above approach. We suggest that they are complementary, and speculate as to the value of T. A. and “game playing” in modelling the implementation and evolution of OR/MS in organizations.