 Collective self-deceit may also play a significant role in facilitating unethical practices by corporate entities. For example, a collective commitment by members of a corporation to maximizing profits might lead members to form false beliefs about the ethical propriety of the corporation’s practices. Gilbert (2005) suggests that such a commitment might lead executives and other members to “simply lose sight of moral constraints and values they previously held”. Similarly, Tenbrunsel and Messick (2004) argue that self-deceptive mechanisms play a pervasive role in what they call ‘ethical fading’, acting as a kind of ‘bleach’ that renders organizations blind to the ethical dimensions of their decisions. They argue that such self-deceptive mechanisms must be recognized and actively resisted at the organizational level if unethical behavior is to be avoided. More specifically, Gilbert (2005) contends that collectively accepting that “certain moral constraints must rein in the pursuit of corporate profits” might shift corporate culture in such a way that efforts to respect these constraints are recognized as part of being a good corporate citizen. In view of the ramifications this sort of collective self-deception has for the way we understand corporate misconduct and responsibility, understanding its specific nature in greater detail remains an important task.