Abstract
Objective
The aim of this article is to find out to what extent and for what reasons managers use unethical eristic tricks to persuade their employees.
Methodology
The research used qualitative methods, in-depth interviews with eleven managers, which were conducted in May and June 2024. The selection of respondents was purposive, allowing for a deeper understanding of the issue.
Findings
Managers know and use eristic tricks in their professional work and their use is driven by effectiveness, regardless of the fact that they are considered unethical.
Value added
The use of eristic tricks in management is not widely discussed in the literature and, in the long term, their use negatively affects the functioning of any organisation.
Recommendations
The results of the research and the negative effects of eris-tic behaviour in organisational management should be of interest to managers, creators of codes of ethics in organisations and trainers of the art of persuasion. Eristic behaviour should be avoided in communication with staff and in the management of organisations.