If you work in an organization that has transgressed in a serious way, you might be considering whether or not to make information available to the public, the media, or to government authorities. If you continue to work there, and you have knowledge of violations, you might be involving yourself in illegal behavior, or at the very least, violating your own moral code. Sorting through these questions is much easier if you have professional support from an attorney, a counselor, or a therapist.
As difficult as these issues are, there are other matters to consider. Specifically, if you do "blow the whistle," how will your employer respond? How will your fellow employees respond?
There are obvious responses, including denials, personal attacks, reassignment, harassment, vandalism, termination, blackmail, extortion, and even brutality. Famous cases of whistleblowers are littered with these obvious measures. Here's Part I of a little catalog of some less-obvious tactics for which it's more difficult to prepare oneself.
- Other whistleblowers
- People in these situations tend not to consider the possibility that someone else has already blown the whistle, or is about to. If that happens to you, then you might already have been targeted for investigation; you might already be regarded as a co-conspirator.
- Perform an inventory of people you know who have information that could incriminate you. Assess the likelihood that someone is already conferring with authorities. If you sense that you're vulnerable, seek counsel and act quickly. If you think you still have some time, estimate how much time you have and get busy preparing material to use if you do contact authorities. Even if you act too late, a freshly prepared store of material could lend credibility to your claim that you were intending to act.
- Professional attacks
- If the whistleblowerProspective whistleblowers tend not
to consider the possibility that
someone else has already blown
the whistle, or is about to or prospective whistleblower is in a technical or specialized job, questions about the work products of the whistleblower are generally technical. For this reason, direct professional attacks of the obvious type might be effective, but evaluating them is difficult for people outside the profession. A more effective family of tactics involves degrading the whistleblower's own work products, so as to cause colleagues to discredit the whistleblower professionally. Direct tampering is possible, but so is tampering with data, devices, or the quality of materials upon which the whistleblower's own work depends.
- If you suddenly detect irregularities in your own work products, or in the resources on which your work products depend, reporting them through formal, regular channels might not be wise, because it signals the tamperers that you're aware of what they've done. Instead, consider enhancing security protecting your work, or creating a duplicate and far more secure version of your work, while allowing the tamperers to continue their operations on a false, less-secure version.
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More articles on Workplace Politics:
- Reverse Micromanagement
- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the
reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action
isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
- Communication Traps for Virtual Teams: II
- Communication can be problematic for any team, especially under pressure. But virtual teams face challenges
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- Durable Agreements
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in organizations. Here's Part II of a little catalog of authority, emphasizing informal authority.
- Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can
also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve
our ability to prepare for adverse events?
Forthcoming issues of Point Lookout
- Coming March 28: Four Overlooked Email Risks: II
- Email exchanges are notorious for exposing groups to battles that would never occur in face-to-face conversation. But email has other limitations, less-often discussed, that make managing dialog very difficult. Here's Part II of an exploration of some of those risks. Available here and by RSS on March 28.
- And on April 4: Narcissistic Behavior at Work: III
- People who behave narcissistically tend to regard themselves as special. They systematically place their own interests and welfare ahead of anyone or anything else. In this part of the series we consider how this claimed specialness affects the organization and its people. Available here and by RSS on April 4.
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- 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.