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,
- 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.
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More articles on Ethics at Work:
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Extrasensory Deception: II
- In negotiating agreements, the partners who do the drafting have an ethical obligation not to exploit
the advantages of the drafting role. Some drafters don't meet that standard.
- Personnel-Sensitive Risks: II
- Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe
on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't
discuss them openly, how can we deal with them?
- More Things I've Learned Along the Way
- Some entries from my personal collection of useful insights.
- 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.
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming July 3: Appearance Antipatterns: II
- When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help. Available here and by RSS on July 3.
- And on July 10: Barriers to Accepting Truth: I
- In workplace debates, a widely used strategy involves informing the group of facts or truths of which some participants seem to be unaware. Often, this strategy is ineffective for reasons unrelated to the credibility of the person offering the information. Why does this happen? Available here and by RSS on July 10.
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- 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.