When considering whether or not to report a transgression — a violation of law, policy, procedure, or ethics — there is more to ponder than right and wrong. Your own safety, in terms of career, position, and even life and limb, are also factors.
Here are four questions to consider. As in Part I, we use the term reporter for the person making the report, authority for the person receiving the report, and accused for the person whom the reporter believes has transgressed.
- Will the authority protect the reporter's identity?
- Some report recipients can be negligent about protecting the reporter's identity. Some actually feel obliged to disclose the reporter's identity to the accused.
- Unless the authority is known in advance to care about protecting the reporter's identity, reporting offenses is dangerous business. Still, if failing to report is even more dangerous, the authority's behavior might not be an issue.
- Can the reporter's identity remain private?
- Even if the authority wants to protect the reporter's identity, investigators and administrative personnel with access to the report might be less fastidious than the authority about protecting the reporter's identity.
- Following the pattern set by some legal frameworks, some people believe that those accused by reporters have a right to confront their "accusers." Whether this concept applies in the organizational context is debatable at best. In any case, if the investigating apparatus is "leaky," or if the accused has access to the report and the reporter's identity, making a report can be risky unless the organization provides formal protection for reporters.
- Are the reporter and accused at odds?
- Even if the reporter's identity is protected, the accused sometimes seeks revenge against people the accused suspects of being the reporter. If the reporter and the accused are already at odds for any reason, the accused might take action against the reporter, even without conclusive proof of the reporter's identity.
- This is one of the Even if the reporter's identity is
protected, the accused sometimes
seeks revenge against people
the accused suspects of
being the reportermany reasons to be on good terms — or at least, not bad terms — with everyone. Being at odds with someone who transgresses can create ethical quandaries.
- Will the accused (or someone else) seek retribution?
- Out of anger or to prevent further reports, the accused sometimes seeks retribution for reports. And if others, such as the supervisor of the accused, are also implicated in the allegations, they too might seek retribution.
- Even if your identity is protected, the accused sometimes does guess correctly who made the report. And sometimes the accused seeks retribution against anyone who could have made the report, "just to be sure."
If you expect to be targeted by the accused even if someone else is the reporter, reporting might well be your best option. With respect to the accused, you're no worse off than keeping silent; and with respect to the authority, you've done your part to keep the organization honest. First in this series Top Next Issue
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:
- On the Appearance of Impropriety
- Avoiding the appearance of impropriety is a frequent basis of business decisions. What does this mean,
what are the consequences of such avoiding, and when is it an appropriate choice?
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- Impasses in Group Decision-Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- The Power and Hazards of Anecdotes: II
- Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded
of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.
- Why We Don't Care Anymore
- As a consultant and coach I hear about what people hate about their jobs. Here's some of it. It might
help you appreciate your job.
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrennUtchDYsdMUdjgnfner@ChacGhlTFaRxDSHUeBHnoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- 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 are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads 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 Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- 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 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.