And this one surely does.
It is not a light reading, for sure: on the contrary it demands to be read carefully.
But there's a huge quantity of data on fundamental behavioral studies (Milgram, Asch), no-nonsense sound scientific research that will help us understand all the factors that come into play when "evil" is done.
I think it is former President of Czech Republic V?clav Havel who wrote 'thank you for illuminating the dark conrner of our souls' to Professor Zimbardo and that's says it all.

When supposed "Good People" are found to have done "Evil Deeds", we commit a `fundamental attribution error, believing that disposition matters more than situations, and immediately look for evidence that it is the inner qualities of the people that are at fault. As the name (fundamental attribution error) implies, this thinking is in error, and Professor Philip Zimbardo demonstrates such in this interesting book based upon his 1971 Stanford Prison Experiment and various other studies. If the conditions of situational influence are present, "Good People" can be induced into behaving in "Evil Ways". Situations matter and can lead to behavior that we would not, could not, predict as possible. And, as the Abu Ghraib Prison abuses of 2003 demonstrated, this fact requires that particular attention be paid to the System in order to prevent Situational Influence from eliciting "The Lucifer Effect".

According to Professor Zimbardo, there are 10 steps to creating evil traps for good people:
1. Prearrange with the good person, some form of obligation to control another person's behavior - Would you agree to do this.... little deed for me?
2. Give the good person a meaningful role to play (teacher, supervisor?) that carries previously learned positive values.
3. Present basic rules to be followed; rules that make sense but are vague enough to allow the good person to apply them arbitrarily.
4. Rename the control act to give it a positive spin - imprisonment equals keeping them safe from harm by outsiders.
5. Create opportunities for diffusion of responsibility for negative outcomes.
6. Start the path toward the ultimate evil or dumb act with a small first step.
7. Gradually increase the amount of harm from successive steps.
8. Gradually change the nature of the good person's authority figure from "just and reasonable" to "unjust and demanding."
9. Make the good person's exit costs high and the process of exiting difficult.
10. Offer the good person an ideology, or a big lie, to justify the use of any means (evil) to achieve the seemingly desirable goal.

As the book shows us, these steps - used by influence professionals in real-world settings to elicit obedience - can and do result in good people doing evil or just plain dumb things. After reading this book, you should have a far greater appreciation for situational influence and the importance of "the system" in preventing abuses and downright evil acts. If you translate the psychological underpinning of these studies into a business organizational setting, you may have a far greater appreciation for the power of culture to control and influence performance in the workplace; and this may help you recognize the importance of leadership in developing "the system" to create a performance culture. Dennis DeWilde, author of "The Performance Connection"