Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 14, Issue 14;   April 2, 2014: On Snitching at Work: I

On Snitching at Work: I

by

Some people have difficulty determining the propriety of reporting violations to authorities at work. Proper or not, reporting violations can be simultaneously both risky and necessary.
Elia Kazan, award winning film director

Elia Kazan (1909-2003), award winning film director. Among his films are A Streetcar Named Desire (1951), On the Waterfront (1954), and East of Eden (1955). In 1952, he testified before the House Un-American Activities Committee as a so-called "friendly witness." He provided to the committee the names of artists then employed in film and theater, and whom he had met during his days as a member of the American Communist Party in New York. His testimony led to the destruction of numerous careers. More.

Photo courtesy Wikipedia.

We learn about snitching as children, often at home, when siblings practice it on each other, or in our early years at school. By whatever name, snitching, tattling, ratting, or finking is the act of informing authority about an alleged transgression by a third party, usually a peer. And again as children, we learn that the practice is deprecated. Those who snitch are sometimes ostracized or socially penalized in a variety of ways. To most children, snitching — all snitching — is bad.

But that's the child's view. Children have difficulty with nuance. To children, things tend to fall into two categories: good and bad. We're adults now, and we can do a little better.

Let's use neutral terms to help us in the discussion. In place of "snitching", I prefer "reporting." The person reporting is the reporter or witness. What's being reported is the offense. The person who's alleged to have committed the offense is the accused. The report recipient is the authority.

Even when the offense is real and the report would be truthful, deciding whether to report it to authority can be difficult. Let's examine the issues.

How serious is the offense?
If the offense is serious enough, reporting it is probably not a social transgression. What "serious enough" means is up to you, but most crimes are serious enough, certainly. Also serious are fraudulent absenteeism, false reports about work in progress, ethical violations, and violations of regulations.
Indeed, if the offense is serious enough, If the offense is serious enough,
reporting it might be obligatory,
even if the offense isn't
a crime or ethical breach
reporting it might be obligatory, even if the offense isn't a crime or ethical breach. For example, if a co-worker's performance is far enough below standards, reporting it might be an expected part of your own performance.
One useful test: if the authority finds out somehow that I knew about the offense and chose not to report it, will I be in trouble? If so, then the offense is probably "serious enough."
Isn't all reporting antisocial?
If the primary purpose of the report is to benefit not the organization, but the reporter or someone else, then the report might be a social transgression. For example, some people report offenses to ingratiate themselves with authorities.
If the primary purpose of the report is to harm the accused or someone else, then the report might be a social transgression. For example, some people report transgressions because they seek revenge against the accused, or because the accused is a rival for a promotion or a plum assignment. Some seek to harm the supervisor of the accused, or the spouse of the accused. The accused might be merely a proxy for someone else.
One general principle: a report is most likely to constitute a social transgression if its primary purpose is to benefit the reporter, or to harm someone else.

We'll continue this exploration next time, focusing on retribution.  On Snitching at Work: II Next issue in this series  Go to top Top  Next issue: On Snitching at Work: II  Next Issue

303 Secrets of Workplace PoliticsIs 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

Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

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

The Apollo 17 Lunar Rover, showing its damaged fenderAre You a Fender?
Taking political risks is part of the job, especially if you want the challenges and rewards that come with increased responsibility. That's fair. But some people manage political risks by offloading them onto subordinates. Be certain that the risk burden you carry is really your own — and that you carry all of it yourself.
U.S. Congressman Jim Moran talks with constituents at a meeting on the federal budgetImpasses in Group Decision Making: III
In group decision making, impasses can develop. Some are related to the substance of the issue at hand. With some effort, we can usually resolve substantive impasses. But treating nonsubstantive impasses in the same way doesn't work. Here's why.
Mohandas K. Ghandi, in the 1930sJust Make It Happen
Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen." We associate that stance with strong leadership. Sometimes, though, it's little more than abuse motivated by ambition or ignorance — or both.
Prototypes of President Trump's "border wall."Gratuitous Complexity as a Type III Error
Some of the technological assets we build — whether hardware, software, or procedures — are gratuitously complex. That's an error, but an error of a special kind: it can be the correct solution to the wrong problem.
A blue peacock of IndiaSelf-Importance and Conversational Narcissism at Work: I
Conversational narcissism is a set of behaviors that participants use to focus the exchange on their own self-interest rather than the shared objective. This post emphasizes the role of these behaviors in advancing the participant's sense of self-importance.

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

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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:

Reprinting this article

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

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
Please donate!The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!

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.

303 Secrets of Workplace PoliticsIs 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!
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
My free weekly email newsletter gives concrete tips and suggestions for dealing with the challenging but everyday situations we all face.
A Tip A DayA Tip a Day arrives by email, or by RSS Feed, each business day. It's 20 to 30 words at most, and gives you a new perspective on the hassles and rewards of work life. Most tips also contain links to related articles. Free!
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.