Why is it that so many well respected corporate leaders and top executives cross moral boundaries apparently without fear of disastrous consequences for their actions, especially when the right thing to do seems readily apparent? This article addresses the perennial issue, "Why do good people do bad things?" using a theoretical framework, the Continuum of Compromise (CoC). The CoC demonstrates the potential for radical deterioration of sociomoral inhibitions and a perceived sense of permissibility for deviant conduct (captured by the metaphor "slippery slope"). Specifically, this article strengthens the theoretical framework of the CoC by integrating three attitude profiles (the virtuous, the ordinary unethical behavior,and the egoist). Factors that contribute toward the gradual decline down the slippery slope are presented and fall under two types of rationalization:(1) rotten apples (a person succumbs to the temptations inherent in the work environment), and (2) rotten barrel (the work environment provides many opportunities to learn and develop patterns of deviant behavior). We discuss three examples that illustrate how a company can be transformed from a virtuous, well-respected entity, with a strong organizational culture, to a slippery-slope demise with dramatic and disastrous consequences. A strong corporate culture is a powerful influence that can signal what is or is not acceptable behavior. Recent research results have revealed that it is the collective attitude or tone at the top that is the most critical factor in shaping organizational culture. The core values of a strong corporate culture guide its strategy and business decisions; therefore, it turns out that culture is the leading risk factor in shaping or compromising ethical behavior of individuals in companies. We present a correlation between culture and attitude profiles, as well as the upside and downside of cultural risk environmental factors.