Most of us are likely sooner or later to observe wrongdoing in our organizations, and a few of us will blow the whistle to somebody with the power to place a stop to the wrongdoing. Or we may be inspectors, managers, or auditors who function as the official 'grievance receiver' when one of our colleagues needs to report wrongdoing in the organization.
We blow the whistle or are tasked with cleaning up after someone else does so whether, we are better off knowing in advance how the whistleblowing process typically plays out. To avoid outside whistleblowing, which entails all kinds of costs for the organization, we recommend that supervisors take clear measures: investigate the allegations, make the outcome of the investigation known to those affected, correct the issue if one is discovered, and avoid retaliation against the whistleblowers. These activities can increase the possibility that information about organizational wrongdoing stays within the organization, where it might be remedied, instead of being made public.
PUBLICATION DATE: January 15, 2016 PRODUCT #: BH721-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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