Before You Blow the Whistle: II

Shredding documents, destroying or recycling hard drives, and altering records are examples of destroying evidence of what the organization is concealing. Even when evidence destruction is the primary concealment strategy, it's effective only if all evidence is destroyed or rendered unobtainable.

The testimony of witnesses is one kind of evidence that cannot be destroyed as long as the witnesses are able to bear witness. Testimony can be prevented by intimidation, brutality, bribery, and other means, but if prevention fails, what then? From the concealer's perspective, two techniques can be effective even if the whistleblower blows the whistle.

Indirect personal attacks

Most whistleblowers anticipate direct personal attacks, but personal attacks can be directed at loved ones, too. Children, spouses, parents, siblings — all are potential targets. Spouses can be seduced. Legal, emotional, financial, marital, or other difficulties of close family members can be exposed and used to discredit or apply pressure to whistleblowers.

If you already know of vulnerabilities of this kind, consider carefully how to protect yourself. Finding employment elsewhere is not protection from those who fear exposure. If the organization or its employees believe that you might someday become a problem, they might preemptively destroy your credibility in advance of any action you might take, no matter where you go for your next job or assignment. Effective protection usually involves convincing them of your ability to do more damage to them than they can do to you. That strategy often requires assembling evidence and seeking professional assistance.

Direct disinformation

Employees not directly implicated Finding employment elsewhere
is not protection from
those who fear exposurein the concealed activity (or inactivity) are potential candidate whistleblowers, because they often feel — justifiably or not — that they haven't themselves transgressed. From the perspective of those directly involved, even candidate whistleblowers constitute risk. To limit risk, false information of a seemingly incriminating nature is sometimes made available to them. Passing along this disinformation to investigators or media could then damage the whistleblower's credibility.

Don't assume that everything you think you know about the concealed activity is actually true. Be especially careful about material that came to you too easily, or uncorroborated, or which had a "stage-managed" feel. If you suspect that you've received disinformation, interpret it as an indicator that you're being targeted proactively as a potential whistleblower. That could mean that the organization, or individuals within it, have taken other actions as well, such as investigating you or your family members, or tampering with your work products or records. When you do pass along information to counsel, investigators, or media, be careful to indicate whether you suspect that any of it is disinformation intentionally passed along to you.

These tactics are rarely obvious. Intuition and good judgment are required. Trust the Force, Luke.   First issue in this series   Top    Next Issue

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

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Workplace Politics:

Worst Practices

We hear a lot about best practices, but hardly anybody talks about worst practices. So as a public service, here are some of the best worst practices.

Extrasensory Deception: I

Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.

No Tangles

When we must say "no" to people who have superior organizational power, the message sometimes fails to get across. The trouble can be in the form of the message, the style of delivery, or elsewhere. How does this happen?

The Power and Hazards of Anecdotes: II

Anecdotes are powerful tools of persuasion, but with that power comes a risk that we might become persuaded of false positions. Here is Part II of a set of examples illustrating some hazards of anecdotes.

Avoiding Speed Bumps: II

Many of the difficulties we encounter when working together don't create long-term harm, but they do cause delays, confusion, and frustration. Here's Part II of a little catalog of tactics for avoiding speed bumps.

See also Workplace Politics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Coming September 4: Beating the Layoffs: I

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily before the layoffs can carry significant advantages. Here are some that relate to self-esteem, financial anxiety, and future employment. Available here and by RSS on September 4.

And on September 11: Beating the Layoffs: II

If you work in an organization likely to conduct layoffs soon, keep in mind that exiting voluntarily can carry advantages. Here are some advantages that relate to collegial relationships, future interviews, health, and severance packages. Available here and by RSS on September 11.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info