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 breachreporting 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.
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 welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
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.
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.
More articles on Workplace Politics:
- Devious Political Tactics: Divide and Conquer, Part II
- While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control,
or to elevate performance by fostering competition. Here's Part II of a series exploring the risks of
- The Advantages of Political Attack: III
- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
- Not Really Part of the Team: II
- When some team members hang back, declining to show initiative, we tend to overlook the possibility
that their behavior is a response to something happening within or around the team. Too often we hold
responsible the person who's hanging back. What other explanations are possible?
- The End-to-End Cost of Meetings: II
- Few of us realize where all the costs of meetings really are. Some of the most significant cost sources
are outside the meeting room. Here's Part II of our exploration of meeting costs.
- Conway's Law and Technical Debt
- Conway's Law is an observation that the structures of systems we design tend to replicate our communication
patterns. This tendency might also contribute to their tendency to accumulate what we now call technical debt.
Forthcoming issues of Point Lookout
- Coming November 20: Paid-Time-Off Risks
- Associated with the trend to a single pool of paid time off from separate categories for vacation, sick time, and personal days are what might be called paid-time-off risks. If your team must meet customer expectations or a schedule of deliverables, managing paid-time-off risks can be important. Available here and by RSS on November 20.
- And on November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Ten Lessons for Project Managers
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. Lessons abound. Read more about this program.
Here's a date for this program:
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November
Quarterly Training Session, sponsored by Northern Utah Chapter of the Project Management Institute.
- Gardner Village, 1100 W 7800 S, West Jordan, UT 84084: November 21, Quarterly Training Session, sponsored by Northern Utah 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.