I referred in this post: Please read this NY Times column — ‘The Banality of Systematic Evil’ to the discomfort that ‘management’ can experience — and the poor decisions they can make as a result — when someone in their organisation highlights wrongdoing.
“… an accountant was dismissed because he insisted on reporting “irregular payments, doctored invoices, and shuffling numbers. ” The complaint against the accountant by the other managers of his company was that “by insisting on his own moral purity … he eroded the fundamental trust and understanding that makes cooperative managerial work possible.
The detective who blew the whistle on his alleged drug-dealing boss was removed from his squad and investigated before senior police took his concerns seriously.
… the Weekend Herald can reveal the officer was removed from Blowers’ organised crime squad and put under strict supervision after he gave senior police management a report on his boss’ movements.
Disappointed colleagues say the disciplinary action undermines police attempts to encourage a culture where inappropriate conduct is reported to management without fear of reprisal.
The detective became suspicious of Blowers’ behaviour and tailed his visits to the home of a Whangarei woman before handing a dossier – which included covert photographs – to senior CIB management.
But instead of immediately probing Blowers’ movements, police management removed the whistleblower from the organised crime squad and placed him under strict supervision.
He was also subjected to an internal code of conduct inquiry which centred on his use of the National Intelligence Application computer system, which is supposed to be used only on official police business.
Several weeks passed until the detective was cleared of any breaches and attention later switched to Blowers, who became the subject of an internal inquiry.
That’s disheartening, isn’t it? I’m sure this sort of thing happens all the time, in organisations and businesses large and small.