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.
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More articles on Workplace Politics:
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- When the boss or supervisor of the chair of a regular meeting "sits in," disruption almost
inevitably results, and it's usually invisible to the visitor. Here are some of the risks of sitting
in on the meetings of your subordinates.
- Obstacles to Finding the Reasons Why
- When we investigate what went wrong, we sometimes encounter obstacles. Interviewing witnesses and participants
doesn't always uncover the reasons why. What are these obstacles?
- Devious Political Tactics: More from the Field Manual
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use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
- Ego Depletion: An Introduction
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It explains such seemingly unrelated phenomena as marketing campaign effectiveness, toxic conflict contagion,
and difficulty losing weight.
- Columbo Strategy
- A late 20th-century television detective named Columbo had a unique approach to cracking murder cases.
His method is just as effective at work when the less powerful must deal with the powerful.
Forthcoming issues of Point Lookout
- Coming February 27: Brainstorming and Speedstorming: II
- Recent research into the effectiveness of brainstorming has raised some questions. Motivated to examine alternatives, I ran into speedstorming. Here's Part II of an exploration of the properties of speedstorming. Available here and by RSS on February 27.
- And on March 6: A Pain Scale for Meetings
- Most meetings could be shorter, less frequent, and more productive than they are. Part of the problem is that we don't realize how much we do to get in our own way. If we track the incidents of dysfunctional activity, we can use the data to spot trends and take corrective action. Available here and by RSS on March 6.
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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.