Looking the Other Way
by Rick Brenner
Sometimes when we notice wrongdoing, and we aren't directly involved, we don't report it, and we don't intervene. We look the other way. Typically, we do this to avoid the risks of making a report. But looking the other way is also risky. What are the risks of looking the other way?
When we see wrongdoing at work, the temptation to look away is strong. To report wrongdoing can entail risk of retaliation, risk to relationships, risk of termination, and even risk to life and limb. But these are only the most evident risks. Less evident are the risks of looking the other away, which vary with the nature of the wrongdoing. Here are some of those risks.
- Unfair treatment based on race, religion, sex, age, sexual orientation, or ethnicity implies two things. First, it weakens the organization, which is deprived of contributions it pays for. Second, since you yourself have a race, a religion, a sex, and so on, you could be next.
- The risks of looking away
can be just as serious as
the risks of taking action
- Although rarely formal, cronyism is a form of tribalism. When people make decisions based on tribalism, rather than on the merits, decision quality suffers. And because those in the excluded tribes feel frozen out, they're more likely to move on — possibly to a competitor.
- Bullies use coercion to control the behavior of both targets and bystanders, which inevitably deprives the organization of contributions that would otherwise be available. Bullying might even drive some out of the organization. When bystanders are decision makers, bullies can affect the course of the enterprise.
- Theft and goldbricking
- Theft from the company, or its cousin, goldbricking, hurts the company economically. Damage arises both from the actual losses and from the security measures that are deployed to control those losses. Theft and goldbricking can jeopardize the company's financial health, and thus the job security of the employees.
- Sexual, political, or religious harassment
- Harassment intended to procure favors, contributions, or espousal of belief can also distort organizational posture. When we make decisions on the basis of personal beliefs, biases, or proclivities, we enhance the likelihood of acting contrary to the interests of the organization and its stakeholders.
When we look the other way, there's a good chance that we're acting unethically, but deciding that question can get pretty sticky. It's usually much easier to decide whether inaction ultimately leads to harm to the organization or to ourselves. When patterns of wrongdoing become entrenched, the organization risks eclipse by a healthier one, and it risks forcible transformation by regulatory authorities or stakeholders.
Still, taking individual direct action might not be a smart course, because the offenders can retaliate. A bully or harasser might turn on you, or if management is involved, reporting the problem could be career suicide. But looking away can create ethical problems, and hanging around could be a kind of career suicide that just takes longer. If you have no option that leads to effective change, consider moving on. The sooner the better. Top Next Issue
For information about fairness issues in the workplace, check out WorkplaceFairness.org.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcome
Would you like to see your comments posted here? rbrentTghVDHSYaTVhVVoner@ChacbNzAqyIgWpHddmpNoCanyon.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
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.
More articles on Ethics at Work:
- You Have to Promise Not to Tell a Soul
- You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise not to tell a soul," is the response. You promise. And there the trouble begins.
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of the advantages of telling the truth.
- Your Wisdom Box
- When we make a difficult decision, we sometimes know we've made the wrong choice, even before the consequences become obvious. At other times, we can be absolutely certain that we've done right, even in the face of inadequate information. When we have these feelings, we're in touch with our inner wisdom. It's a powerful resource.
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the problem. The budget swap is one technique for making ends meet. It distorts organizational data, and it's just plain unethical.
- Personnel-Sensitive Risks: Part I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
See also Ethics at Work and Managing Your Boss for more related articles.
Forthcoming Issues of Point Lookout
- Coming July 8: Ethical Debate at Work: Part I
- When we decide issues at work on any basis other than the merits, we elevate the chances of making bad decisions. Here are some guidelines for ethical debate. Available here and by RSS on July 8.
- And on July 15: Ethical Debate at Work: Part II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others, but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates toward wise outcomes. Available here and by RSS on July 15.
I offer email and telephone coaching at both corporate and individual rates.
Contact Rick for details at rbrenknTevaYONwjOFUlIner@ChacwDOUFTqqdzFQkTqdoCanyon.com
or (617) 491-6289, 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 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's an upcoming date for this program:
- Managing in Fluid Environments
- Most people now work in environments that can best be characterized as fluid, because they're subject to continual change. We never know what's coming next. In such environments, managing — teams, projects, groups, departments, or the enterprise — often entails moving from surprise to surprise while somehow staying almost on track. It's a nerve-wracking existence. This program provides numerous tools that help managers who work in fluid environments. Read more about this program. Here are some upcoming dates for this program:
- The Race to the South Pole: The Organizational Politics of Risk Management
- 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 risk management, its application to organizational efforts, and how workplace politics enters the mix. A fascinating and refreshing look at risk management from the vantage point of history and workplace politics. Read more about this program. Here's an upcoming date for this program: