Robert Jackall
Introduction
• Whistleblowers are men and women who publicly call
individuals in their own organizations to account for
behavior that they, the whistleblowers, deem
inappropriate by some standard.
• The metaphor that the word invokes – that of a referee
in striped shirt who enforces agreed-upon rules in a
football or basketball game – is misleading. Instead,
whenever one calls attention to others’ perceived
“wrongdoing” in big organizations, one finds oneself in
a tar pit of “sticky situation” or quandaries.
• Aim of this chapter is to reflect on main confusions
related to this phenomenon.
1)
• It’s often difficult to ascertain responsibility for wrongdoing in large
bureaucracies.
• The complicated division of authority that marks all large organizations
separates most actors from the consequences of their actions. It cut off the
highest authorities from accounting for any problems that their
organizations create.
• Plausible deniability is part and parcel of these fragmented authority
structures.
• If actors have networked well – a prerequisite for survival, let alone success,
in the bureaucratic organizations – they can count on loyal allies and
subordinates to protect them in bad situations.
• Moreover, if things go drastically wrong, a boss can always blame his
underlings for poor judgment.
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Introduction
2)
• Such deniability is enhanced by the constant doublethink, doublespeak, backing and
filling, and systematic “confusion” that characterize organizational actors’ public speech
to both internal and external audiences about their work, their institutions, and
especially any of their own decisions that might prove problematic.
• All bureaucracies in every institutional arena have elaborate written codes of ethics
crafted by attorneys, etc. Nevertheless, and in the corporate world, formal guidelines
have little to do with day-to-day behavior, and all corporate players know it.
• Instead, the moral rules-in-use that emerge directly out of a specific milieu’s particular
culture shape day-to-day behavior.
• These rules-in-use regularly conflict with corporate actors’ necessary public embrace of
abstract virtues (i.e. written codes of ethics, etc.)
• Thus, men and women in big corporations strive to do “what has to be done” while
maintaining the public appearance of moral integrity.