When we see wrongdoing at work, the temptation to look away is strong. To report wrongdoing can entail risk of retaliation, risk to relationships, risk of termination, and even risk to life and limb. But these are only the most evident risks. Less evident are the risks of looking the other away, which vary with the nature of the wrongdoing. Here are some of those risks.
- Unfair treatment based on race, religion, sex, age, sexual orientation, or ethnicity implies two things. First, it weakens the organization, which is deprived of contributions it pays for. Second, since you yourself have a race, a religion, a sex, and so on, you could be next.
- The risks of looking away
can be just as serious as
the risks of taking action
- Although rarely formal, cronyism is a form of tribalism. When people make decisions based on tribalism, rather than on the merits, decision quality suffers. And because those in the excluded tribes feel frozen out, they're more likely to move on — possibly to a competitor.
- Bullies use coercion to control the behavior of both targets and bystanders, which inevitably deprives the organization of contributions that would otherwise be available. Bullying might even drive some out of the organization. When bystanders are decision makers, bullies can affect the course of the enterprise.
- Theft and goldbricking
- Theft from the company, or its cousin, goldbricking, hurts the company economically. Damage arises both from the actual losses and from the security measures that are deployed to control those losses. Theft and goldbricking can jeopardize the company's financial health, and thus the job security of the employees.
- Sexual, political, or religious harassment
- Harassment intended to procure favors, contributions, or espousal of belief can also distort organizational posture. When we make decisions on the basis of personal beliefs, biases, or proclivities, we enhance the likelihood of acting contrary to the interests of the organization and its stakeholders.
When we look the other way, there's a good chance that we're acting unethically, but deciding that question can get pretty sticky. It's usually much easier to decide whether inaction ultimately leads to harm to the organization or to ourselves. When patterns of wrongdoing become entrenched, the organization risks eclipse by a healthier one, and it risks forcible transformation by regulatory authorities or stakeholders.
Still, taking individual direct action might not be a smart course, because the offenders can retaliate. A bully or harasser might turn on you, or if management is involved, reporting the problem could be career suicide. But looking away can create ethical problems, and hanging around could be a kind of career suicide that just takes longer. If you have no option that leads to effective change, consider moving on. The sooner the better. Top Next Issue
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For information about fairness issues in the workplace, check out WorkplaceFairness.org.
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More articles on Workplace Bullying:
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
- Biological Mimicry and Workplace Bullying
- When targets of bullies decide to stand up to their bullies, to end the harassment, they frequently
act before they're really ready. Here's a metaphor that explains the value of waiting for the right
time to act.
- How Workplace Bullies Use OODA: II
- Workplace bullies who succeed in carrying on their activities over a long period of time are intuitive
users of Boyd's OODA model. Here's Part II of an exploration of how bullies use the model.
- Meeting Bullies: Advice for Chairs
- Bullying in meetings is difficult to address, because intervention in the moment is inherently public.
When bullying happens in meetings, what can you do?
- Dealing with Rapid-Fire Attacks
- When a questioner repeatedly attacks someone within seconds of their starting to reply, complaining
to management about a pattern of abuse can work — if management understands abuse, and if management
wants deal with it. What if management is no help?
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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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.