Dehumanization in organizational settings: Some scientific and ethical considerations

Abstract

Dehumanizing attitudes and behaviors frequently occur in organizational settings and are often viewed as an acceptable, and even necessary, strategy for pursuing personal and organizational goals. Here I examine a number of commonly held beliefs about dehumanization and argue that there is relatively little support for them in light of the evidence emerging from social psychological and neuroscientific research. Contrary to the commonly held belief that everyday forms of dehumanization are innocent and inconsequential, the evidence shows profoundly negative consequences for both victims and perpetrators. As well, the belief that suppressing empathy automatically leads to improved problem solving is not supported by the evidence. The more general belief that empathy interferes with problem solving receives partial support, but only in the case of mechanistic problem solving. Overall, I question the usefulness of dehumanization in organizational settings and argue that it can be replaced by superior strategies that are ethically more acceptable and do not entail the severely negative consequences associated with dehumanization.