Date & Time: November 25, 2026 @ 2:00 pm - 3:00 pm EST + 15 min Q&A
Fraud is rarely enabled solely by weak controls or deliberate misconduct. In many organisations, warning signs are visible long before fraud is detected, yet employees, managers, auditors, and investigators often fail to recognise or act upon them. This phenomenon, often referred to as ethical blindness, occurs when individuals become unable to objectively assess conduct, risks, or decisions because of organisational pressures, cognitive biases, cultural norms, or competing priorities.
Ethical blindness can affect even experienced professionals acting in good faith. Familiarity with colleagues, pressure to achieve business objectives, deference to authority, the normalisation of questionable practices, and group decision-making dynamics can all impair judgement and reduce professional scepticism. As a result, organisations may overlook behaviours and control weaknesses that later develop into significant fraud, misconduct, or compliance failures.
This session examines the relationship between ethical blindness and fraud risk. Participants will explore how cognitive biases, organisational culture, leadership behaviour, and workplace incentives influence decision-making and fraud detection. Through practical examples and real-world scenarios, the webinar provides strategies for strengthening ethical awareness, challenging assumptions, and improving fraud prevention and detection outcomes.
Key Topics Discussed:

Dr. Ursula Schmidt is an independent advisor and founder of Schmidt Advisory, specialising in internal audit, compliance, governance, and ethics. She previously served as Executive Vice President, Aud...
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