The Parable of the Sadhu Ethical decision-making as individuals Four New Zelanders, two Swiss couples, two Americans, and a group of Japanese encountered a dying sadhu in their trip of conquering the summit of the world. They did it. They finally put their feet on the Everest. However, none of them conquered the weakness of human being and all fell before getting up the courage to make a decision beyond their ethical principles. What are the causes behind their decisions of giving limited helps to a dying person is really worth our reflection. Some of them might care their advantages, back off in front of responsibilities, worry about the consequences, or they just simply don’t care enough a strange person laid down on their way to the greatness. Moral disengagement mechanisms Canadian psychologist Albert Bandura first put forward the Social Cognitive Theory (SCT). The theory states that people observe others’ behavior and what the consequence caused by that behavior and then use the observation to guide their future behaviors. The SCT offers an agentic perspective on human behavior whereby individuals exercise control over their own thoughts and behaviors through self-regulatory processes (Bandura, 1986). During the process of observing others’ behavior, people gradually develop their personal moral standards that guide their selfregulation process. People use this standard to judge, monitor, and control their conducts to make right decisions and avoid bad behaviors. However, the self-regulatory only works when it is activated. When the self-regulatory is deactivated, people would lose the moral consciousness and are more likely to make unethical decisions. According to Bandura, the self-regulatory can be deactivated by eight moral disengagement mechanisms: moral justification, euphemistic labeling, advantageous comparison, displacement of responsibility, diffusion