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.
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:
- Snares at Work
- Stuck in uncomfortable situations, we tend to think of ourselves as trapped. But sometimes it is our
own actions that keep us stuck. Understanding how these traps work is the first step to learning how
to deal with them.
- Guidelines for Delegation
- Mastering the art of delegation can increase your productivity, and help to develop the skills of the
people you lead or manage. And it makes them better delegators, too. Here are some guidelines for delegation.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it
frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal
responsibility for ending it.
- Human Limitations and Meeting Agendas
- Recent research has discovered a class of human limitations that constrain our ability to exert self-control
and to make wise decisions. Accounting for these effects when we construct agendas can make meetings
more productive and save us from ourselves.
- Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability
of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that
role falls to you.
Forthcoming issues of Point Lookout
- Coming October 16: Performance Mismanagement Systems: II
- One of the more counter-effective strategies incorporated into performance management systems is the enterprise-wide uniform quota, known as a vitality curve. Its fundamental injustice breeds cynicism, performance fraud, and toxic conflict. It produces performance assessments that are unrelated to enterprise objectives. Available here and by RSS on October 16.
- And on October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.