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.
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More articles on Workplace Politics:
- How Pet Projects Get Resources: Abuse
- Pet projects thrive in many organizations — even those that are supposedly "lean and mean."
Some nurturers of pet projects abuse their authority to secure resources for their pets. How does this happen?
- OODA at Work
- OODA is a model of decision-making that's especially useful in rapidly evolving environments, such as
combat, marketing, politics, and emergency management. Here's a brief overview.
- More Limitations of the Eisenhower Matrix
- The Eisenhower Matrix is useful for distinguishing which tasks deserve attention and in what order.
It helps us by removing perceptual distortion about what matters most. But it can't help as much with
some kinds of perceptual distortion.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Columbo Tactics: II
- This is Part II of a series showing how the less powerful can adapt the tactics of TV detective Lt.
Columbo when they're interacting with the more powerful.
Forthcoming issues of Point Lookout
- Coming January 29: Higher-Velocity Problem Definition
- Typical approaches to shortening time-to-market for new products usually involve accelerating problem solving. Accelerating problem definition can also help. Available here and by RSS on January 29.
- And on February 5: Unrecognized Bullying: I
- Much workplace bullying goes unrecognized. Three reasons: (a) conventional definitions of bullying exclude much actual bullying; (b) perpetrators cleverly evade detection; and (c) cognitive biases skew our perceptions so we don't see bullying as bullying. Available here and by RSS on February 5.
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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.
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.