Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 27;   July 2, 2003: Tornado Warning

Tornado Warning

by

When organizations go astray ethically, and their misdeeds come to light, people feel shocked, as if they've been swept up by a tornado. But ethical storms do have warning signs. Can you recognize them?

On June 15, 2002, BBC News reported on the prosecution of the accounting firm Arthur Andersen for its role in the collapse of Enron. The prosecution's star witness was David Duncan, who had been in charge of the Enron audit team. He testified that he had signed an agreement with his employer to present a united front, and to claim that neither he nor his employer had done anything wrong.

Oops. Bad idea.

A tornado

A tornado. Photo courtesy U.S. National Weather Service.

The tornado that followed wrecked his career, wrecked Andersen, and wrecked lives. Knowing what has happened since then, it's too easy to ask, "What was he thinking?" A more interesting question: "What can I learn from this?"

When Mr. Duncan received that "united front" agreement, he received a tornado warning, but he probably didn't recognize it. Can you recognize tornado warnings? Here are a few examples. If you hear or see these things, take cover.

I agree, but we can't actually say that
This could be a signal that the group is convincing itself that half-truths or lies are OK. Both are toxic — it's much better to deliver the whole miserable truth in a caring way, taking responsibility for your part of the bad news.
Don't send me memos or email. Call instead.
When you receive an
ethical tornado warning,
take cover
Sometimes, when people ask this, they're trying to avoid a paper (or electronic) trail. Ask yourself why.
Shred this after reading
This could be an attempt to erase the paper trail. Rule of thumb: if your work involves a shredder or pulverizer but not a government security clearance, you could be in a gray area or worse.
Delete this email after reading
This request is naïve. Erasing electronic trails takes a lot more than the delete button in Outlook.
Go through your files and remove and shred any documents that refer to this
Translation: (a) get an attorney, and (b) get a new job. In that order.
What I'm about to tell you doesn't leave this room
You know three things if the material is true. First, it came into the room from someplace, which means it's already outside the room. Second, it will continue to propagate from wherever it is. Third, you're now on the list of possible leakers.
You don't want to know
You're in charge of deciding whether you want to know. One alternative to knowing or not knowing is putting some distance between you and this mess.
I'd like it to come from you
When this request comes from someone who would be the normal deliverer of "it," ask yourself if you really are the most eloquent, compassionate, or articulate person around. If not, it's possible that delivering "it" could be dangerous.

The survivors of tornados are the people who got out of the tornado's path. Listen for tornado warnings, and be prepared to move out of the way. Go to top Top  Next issue: Corrosive Buts  Next Issue

Rick BrennerThe 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

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Related articles

More articles on Ethics at Work:

The silhouette of a famous fictional detectiveSome Truths About Lies: II
Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
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Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used, know how to detect them, and know how to respond.
Shaking an orange treeWhen You Aren't Supposed to Say: III
Most of us have information that's "company confidential," or even more sensitive than that. Sometimes people who want to know what we know try to suspend our ability to think critically. Here are some of their techniques.
Former U.S. Secretary of State Colin PowellDevious Political Tactics: A Field Manual
Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.
A happy dogMore Things I've Learned Along the Way
Some entries from my personal collection of useful insights.

See also Ethics at Work for more related articles.

Forthcoming issues of Point Lookout

A shark of unspecified speciesComing May 2: Narcissistic Behavior at Work: VII
Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
Jump ball in a game of basketballAnd on May 9: Unethical Coordination
When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.

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