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Navigating Unspoken Patterns: Ethics & Whistleblowing in OD Practice

Explore the implications of Saville, Snowden, and whistleblowing for Organizational Development (OD) practice. Understand the widespread misconduct, lack of trust in leadership, and consequences of speaking out. Learn about the choices and consequences whistleblowers face.

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Navigating Unspoken Patterns: Ethics & Whistleblowing in OD Practice

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  1. SEEING AND NAVIGATING PATTERNS OF ‘UNDISCUSSABLES’ The implications of Saville, Snowden and whistleblowing for OD practice Steve Hearsum May 2014

  2. Other ethical themes • Misconduct is widespread • Much unreported • People don't trust leaders will act • Rather than report, more likely to walk

  3. Management Agenda 2014 • Misconduct widespread– circa half of managers have observed misconduct in their organisation • Much unreported – ½ of managers choose not to report it, and 1/5 board directors not reporting. • Why? – ½ managers don’t believe action will be taken, and ¼ fear reprisals. Source: Roffey Park Management Agenda 2014

  4. Walk don’t report

  5. The cost of speaking out • 74% of whistleblowers say nothing is done about the wrongdoing • 60% of whistleblowers receive no response from management, either negative or positive • Most likely response is formal action (disciplinary or demotion) (19%) • 15% of whistleblowers are dismissed • Senior whistleblowers are more likely to be dismissed Source: PCAW Whistleblowing: the inside story 2013

  6. Choices, choices, choices… • Conviction • Will • Execution • Coonsequuences

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