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:
- Devious Political Tactics: Cutouts
- Cutouts are people or procedures that enable political operators to communicate in safety. Using cutouts,
operators can manipulate their environments while limiting their personal risk. How can you detect cutouts?
And what can you do about them?
- A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience
pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to
increase the chance that the receiver hears the giver's message without experiencing pain?
- Kinds of Organizational Authority: the Informal
- Understanding Power, Authority, and Influence depends on familiarity with the kinds of authority found
in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
- Holding Back: I
- When members of teams or groups hold back their efforts toward achieving group goals, schedule and budget
problems can arise, along with frustration and destructive intra-group conflict. What causes this behavior?
- Conversation Despots
- Some people insist that conversations reach their personally favored conclusions, no matter what others
want. Here are some of their tactics.
Forthcoming issues of Point Lookout
- Coming October 5: Downscoping Under Pressure: I
- When projects overrun their budgets and/or schedules, we sometimes "downscope" to save time and money. The tactic can succeed — and fail. Three common anti-patterns involve politics, the sunk cost effect, and cognitive biases that distort estimates. Available here and by RSS on October 5.
- And on October 12: Downscoping Under Pressure: II
- We sometimes "downscope" projects to bring them back on budget and schedule when they're headed for overruns. Downscoping doesn't always work. Cognitive biases like the sunk cost effect and confirmation bias can distort decisions about how to downscope. Available here and by RSS on October 12.
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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.