Workplace malpractice is any behavior related to job performance that deviates from standards, procedures, or reasonable expectations of the employer. For example, it would be workplace malpractice for a market researcher to intentionally include fabricated data in a report assessing the positions of potential competitors. I've explored workplace malpractice in previous issues — see "Counterproductive Knowledge Work Behavior," Point Lookout for September 21, 2016, for examples.
Several readers have expressed interest in the risks of reporting workplace malpractice. They ask, "If I've witnessed an incident or a pattern of workplace malpractice, what should I do?" There's no general answer. But if you're considering making a report, be alert to the risks. Below are some of those risks.
- Failure-to-report risk
- If you choose not to report what you know, you could be in trouble if people in authority learn that you knew what was happening and didn't report it. If one or more of the risks below seem substantial, and you feel unsafe making a report, consider reporting instead that you have information, but you don't feel safe reporting it. That might afford some protection against failure-to-report charges, and it might motivate your employer to address the safety issue.
- Confidentiality issues in the reporting process
- Most misconduct At work, there is no
such thing as a witness
protection programreport management processes do promise confidentiality to those who report misconduct. The best programs offer an anonymous tip line. If your employer doesn't provide an anonymous tip line, confidentiality can sometimes be breached. Be prepared for possible retaliation. In most workplaces, there is no witness protection program.
- Are you certain that you're interpreting correctly whatever you've witnessed? Are alternative interpretations plausible? If alternatives are plausible, your report might be inaccurate, and potentially damaging to you. If the alternatives are plausible, they can also provide you with valid explanations for failing to report what you witnessed: "Yes, I knew about that, but it seemed OK to me because I thought it was X."
- Misidentifying the real perpetrator
- The perpetrator of the malpractice might have been acting under instructions of a superior. If so, your report could affect that superior, who might be powerful enough to mitigate the effects of your report, and vengeful enough to seek retaliation.
- Invalid evidence
- Did you actually witness the incident? Or are you inferring malpractice based on contextual evidence? If the latter, might someone inquire about your failure to report that earlier contextual evidence? If not, report the incident anyway if you feel safe enough. If you have any doubts about your safety, see the comment above about failure-to-report risk.
- Witness testing
- At times, an incident you witnessed might have been conducted in your view solely to determine whether you could be trusted not to report it. The probability of this scenario is elevated if the "test infraction" is minor, or if you were asked in advance to be present, and asked afterwards to be silent. If you suspect "witness testing," you're working amongst sophisticated operators. How long you will remain safe, even if you cooperate, is difficult to predict.
At whatever level you estimate the risks of reporting malpractice, those risks are mitigated to some extent by hard evidence. Documents, recordings, photos, your journals, or records of any kind — anything you have that can corroborate your report. Collecting this kind of evidence might bear risks of its own, so take care. 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
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More articles on Ethics at Work:
- Email Ethics
- Ethics is the system of right and wrong that forms the foundation of civil society. Yet, when a new
technology arrives, explicitly extending the ethical code seems necessary — no matter how civil
the society. And so it is with email.
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing
that almost all of us consider ethical. Here's a framework that makes a good starting point.
- Ethical Influence: II
- When we influence others as they're making tough decisions, it's easy to enter a gray area. How can
we be certain that our influence isn't manipulation? How can we influence others ethically?
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish
between true opportunities and high-risk adventures. Here are some of the attributes of desirable political
- More Things I've Learned Along the Way: IV
- When I gain an important insight, or when I learn a lesson, I write it down. Here's Part IV from my
personal collection. Example: When it comes to disputes and confusion, one person is enough.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
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.
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- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
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- Get 2009-10 in The Questions Not Asked (PDF, )
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- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.