If you work in an organization that has transgressed in a serious way, you might be considering whether or not to make information available to the public, the media, or to government authorities. If you continue to work there, and you have knowledge of violations, you might be involving yourself in illegal behavior, or at the very least, violating your own moral code. Sorting through these questions is much easier if you have professional support from an attorney, a counselor, or a therapist.
As difficult as these issues are, there are other matters to consider. Specifically, if you do "blow the whistle," how will your employer respond? How will your fellow employees respond?
There are obvious responses, including denials, personal attacks, reassignment, harassment, vandalism, termination, blackmail, extortion, and even brutality. Famous cases of whistleblowers are littered with these obvious measures. Here's Part I of a little catalog of some less-obvious tactics for which it's more difficult to prepare oneself.
- Other whistleblowers
- People in these situations tend not to consider the possibility that someone else has already blown the whistle, or is about to. If that happens to you, then you might already have been targeted for investigation; you might already be regarded as a co-conspirator.
- Perform an inventory of people you know who have information that could incriminate you. Assess the likelihood that someone is already conferring with authorities. If you sense that you're vulnerable, seek counsel and act quickly. If you think you still have some time, estimate how much time you have and get busy preparing material to use if you do contact authorities. Even if you act too late, a freshly prepared store of material could lend credibility to your claim that you were intending to act.
- Professional attacks
- If the whistleblowerProspective whistleblowers tend not
to consider the possibility that
someone else has already blown
the whistle, or is about to or prospective whistleblower is in a technical or specialized job, questions about the work products of the whistleblower are generally technical. For this reason, direct professional attacks of the obvious type might be effective, but evaluating them is difficult for people outside the profession. A more effective family of tactics involves degrading the whistleblower's own work products, so as to cause colleagues to discredit the whistleblower professionally. Direct tampering is possible, but so is tampering with data, devices, or the quality of materials upon which the whistleblower's own work depends.
- If you suddenly detect irregularities in your own work products, or in the resources on which your work products depend, reporting them through formal, regular channels might not be wise, because it signals the tamperers that you're aware of what they've done. Instead, consider enhancing security protecting your work, or creating a duplicate and far more secure version of your work, while allowing the tamperers to continue their operations on a false, less-secure version.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Workplace Politics:
- Empire Building
- Empire builders create bases of power within the larger organization. Typically, they use these domains
to advance personal or provincial agendas. What are the characteristics of empires? How can we navigate
through or around them?
- About Workplace Hugs
- In the past twenty years in the United States, we've changed from a relatively hug-free workplace culture
to one that, in some quarters, seems to be experiencing a hugging tsunami. Knowing how to deal with
hugging is now a valuable skill.
- Political Framing: Communications
- In organizational politics, one class of toxic tactics is framing — accusing a group or individual
by offering interpretations of their actions to knowingly and falsely make them seem responsible for
reprehensible or negligent acts. Here are some communications tactics framers use.
- Social Entry Strategies: II
- When we first engage with a group at work, we employ social entry strategies to make places for ourselves
to carry out our responsibilities, and to find enjoyment and fulfillment at work. Here's Part II of
a little catalog of social entry strategies.
- Projects as Proxy Targets: I
- Some projects have detractors so determined to prevent project success that there's very little they
won't do to create conditions for failure. Here's Part I of a catalog of tactics they use.
Forthcoming issues of Point Lookout
- Coming July 26: Strategic Waiting
- Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
- And on August 2: Linear Thinking Bias
- When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.
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- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's a date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.