On June 15, 2002, BBC News reported on the prosecution of the accounting firm Arthur Andersen for its role in the collapse of Enron. The prosecution's star witness was David Duncan, who had been in charge of the Enron audit team. He testified that he had signed an agreement with his employer to present a united front, and to claim that neither he nor his employer had done anything wrong.
Oops. Bad idea.
The tornado that followed wrecked his career, wrecked Andersen, and wrecked lives. Knowing what has happened since then, it's too easy to ask, "What was he thinking?" A more interesting question: "What can I learn from this?"
When Mr. Duncan received that "united front" agreement, he received a tornado warning, but he probably didn't recognize it. Can you recognize tornado warnings? Here are a few examples. If you hear or see these things, take cover.
- I agree, but we can't actually say that
- This could be a signal that the group is convincing itself that half-truths or lies are OK. Both are toxic — it's much better to deliver the whole miserable truth in a caring way, taking responsibility for your part of the bad news.
- Don't send me memos or email. Call instead.
- When you receive an
ethical tornado warning,
take cover - Sometimes, when people ask this, they're trying to avoid a paper (or electronic) trail. Ask yourself why.
- Shred this after reading
- This could be an attempt to erase the paper trail. Rule of thumb: if your work involves a shredder or pulverizer but not a government security clearance, you could be in a gray area or worse.
- Delete this email after reading
- This request is naïve. Erasing electronic trails takes a lot more than the delete button in Outlook.
- Go through your files and remove and shred any documents that refer to this
- Translation: (a) get an attorney, and (b) get a new job. In that order.
- What I'm about to tell you doesn't leave this room
- You know three things if the material is true. First, it came into the room from someplace, which means it's already outside the room. Second, it will continue to propagate from wherever it is. Third, you're now on the list of possible leakers.
- You don't want to know
- You're in charge of deciding whether you want to know. One alternative to knowing or not knowing is putting some distance between you and this mess.
- I'd like it to come from you
- When this request comes from someone who would be the normal deliverer of "it," ask yourself if you really are the most eloquent, compassionate, or articulate person around. If not, it's possible that delivering "it" could be dangerous.
The survivors of tornados are the people who got out of the tornado's path. Listen for tornado warnings, and be prepared to move out of the way. Top Next Issue
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Related articles
More articles on Ethics at Work:
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Influence and Belief Perseverance
- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory
information arrives. Those who understand belief perseverance can use it to manipulate others.
- Counterproductive Knowledge Workplace Behavior: II
- In knowledge-oriented workplaces, counterproductive work behavior takes on forms that can be rare or
unseen in other workplaces. Here's Part II of a growing catalog.
- Availability and Self-Assessments
- In many organizations, employees develop self-assessments as a part of the performance review process.
Because of a little-known effect related to the Availability Heuristic, these self-assessments can be
biased against the employee.
- Personal Boundaries at Work
- We often speak of setting boundaries at work — limitations on what we can reasonably ask of each
other. We speak of them, but we don't always honor them. They can be easier to remember and honor if
we regard them as freedoms rather than boundaries.
See also Ethics at Work and Ethics at Work for more related articles.
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