Leadership & Management

Seeing and navigating patterns of 'undiscussables' - the implications of Saville, Snowden and whistleblowing on OD practice

Seeing and navigating patterns of ‘undiscussables’: the implications of Saville, Snowden and whistleblowing for OD practice. Steve Hearsum, Roffey Park Institute The recent revelation that Jimmy Saville may have abused in the region of 1,000 people during his time at the BBC, and with the knowledge of colleagues who did not challenge and/or report his behaviour, brings into focus once more the ability of people, and the organisations they work in, to address behaviour and/or practices that might be construed as unacceptable at best, and criminal at worst. The above is evidence of what Peter Egan calls the shadow side of organisations, namely: “The covert, the undiscussed, the undiscussable, and the unmentionable. It includes arrangements not found in organisational manuals and company documents or on organisational charts.” (1994, p4) What prevented those around Saville from breaking the taboo that such a figure was unchallengeable? This presentation was given at the ODN Europe Conference during May 2014.
of 9
All materials on our website are shared by users. If you have any questions about copyright issues, please report us to resolve them. We are always happy to assist you.
Similar Documents
  • 1. Steve Hearsum May 2014 SEEING AND NAVIGATING PATTERNS OF The implications of Saville, Snowden and whistleblowing for OD practice ‘UNDISCUSSABLES’
  • 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
  • Search
    Related Search
    We Need Your Support
    Thank you for visiting our website and your interest in our free products and services. We are nonprofit website to share and download documents. To the running of this website, we need your help to support us.

    Thanks to everyone for your continued support.

    No, Thanks

    We need your sign to support Project to invent "SMART AND CONTROLLABLE REFLECTIVE BALLOONS" to cover the Sun and Save Our Earth.

    More details...

    Sign Now!

    We are very appreciated for your Prompt Action!