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Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
Whistleblowingfinal.....
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Whistleblowingfinal.....

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  • Transcript

    • 1. WHISTLEBLOWING "Our lives begin to end the day we become silent about things that matter." -Martin Luther King, Jr.
    • 2. Overview
      • What is Whistleblowing?
      • Reactions
      • Laws Protecting whistle Blowing
      • How to blow the whistle?
      • Risks
      • Statistics
      • Ethical Dilemma
      • Case Study: Challenger Disaster
      • 2002: The Year of the Whistleblower
    • 3. What is Whistleblowing?
      • Whistleblowing is…
        • 'raising concerns about misconduct within an organization or within an independent structure associated with it'
        • (Nolan Committee on Standards in Public Life)
        • 'bringing an activity to a sharp conclusion as if by the blast of a whistle'
        • (Oxford English Dictionary)
        • 'giving information (usually to the authorities) about illegal and underhand practices‘
        • (Chambers Dictionary)
    • 4. TYPES OF WHISTLE-BLOWING
      • Internal whistleblowing: who report misconduct to a fellow employee or superior within their company.
      • External whistleblowing: report misconduct to outside persons or entities.
    • 5. REACTIONS
      • Selfless Martyrs v/s Snitches
      • IMPACT:
      • Termination
      • Demotions
      • Mistreatment
      • No Future Promotions
    • 6. LAWS PROTECTING WHISTLEBLOWERS
      • Federal Whistleblower Protect Act 1989
      • Federal False Claims Act
      • State Laws
      • Whistleblower Protection Act of 2007
    • 7. WHISTLEBLOWER WEEK IN WASHINGTON
      • The week of May 13-19 2007, whistleblowers from all over the country gathered in Washington, D.C., to convince the United States Congress to pass stronger whistleblower protections for both government and private sector workers.
      • During WWW dozens of nonprofit organizations, whistleblower groups and individual whistleblowers participated in a broad range of activities that included discussion panels, testimony, award ceremonies, a film night and book signing, and workshops in advocacy, stress management, whistleblower law, and mentoring.
    • 8. What to think about
      • The “mom” test:
          • “I’m going to be in this industry a long time. Will this damage my reputation with my boss, colleagues, future customers or employers?”
      • The personal responsibility test:
          • Weigh personal obligations to family and etc. that can only be met if you have an income.
          • “Will harm avoided by greater than harm incurred?”
    • 9. How to Blow the Whistle
      • Do it anonymously
          • let the evidence speak for itself and protect yourself if possible
      • Do it in a group
          • charges have more weight and won’t seem like a personal vendetta.
      • Present just the evidence
          • leave interpretation of facts to others.
      • Work through internal channels
          • start with your immediate supervisor or follow the standard reporting procedure
      • Work through external channels
          • go public (biggest risk)
    • 10. Risks of Whistleblowing
      • WB rarely works out well for the whistleblower
          • Viewed as a “rat” who ratted out the company
          • Resented by coworkers
          • Serious contemplation of job change or personal problematic activity (drinking, drugs, self-destructive behavior)
          • Depends on the organization for a job, the job makes money, the family needs money to survive
    • 11. Statistics
      • Polling Group:
          • 233 individuals polled, 40% responded
          • Average age: 47
          • Employed for 6.5 years at job
          • Almost all lost job
    • 12. Statistics
      • Negative Effects:
          • 51% of Govt employees lost their job
          • 82% harassed by superiors
          • 69% watched closely after blowing the whistle
          • 63% lost job responsibilities
          • 60% fired
          • 10% attempted suicide
      • Positive Effects:
          • 20% felt their actions resulted in positive changes
          • More than 50% (of responders) would do it again
    • 13. Ethical Dilemma
      • The Mum Effect --reluctance to blow the whistle
      • The Deaf Effect --reluctance to hear the whistle
          • “ I wrote lots of reports. I escalated things as much as I could, but in the end, they said, ‘We really appreciate your efforts, but thanks, but no thanks’”
      • The Blind Effect --reluctance to see the need to blow the whistle
          • Established audit functions do not operate effectively because they try to conceal the information from management
    • 14. 2002: Year of the Whistleblower Cynthia Cooper WorldCom Coleen Rowley FBI Sherron Watkins Enron
    • 15. Sherron Watkins
      • Former Vice President of Enron Corporation
      • Alerted then-CEO Ken Lay in August 2001 to accounting irregularities within the company
      • Warned that Enron 'might implode in a wave of accounting scandals.'
      • Testified before Congressional Committees from the House and Senate investigating Enron's demise.
      • Lauded in the press for her courageous actions, but left her job at Enron after a few months when she wasn't given much to do
    • 16. Cynthia Cooper
      • WorldCom’s Director of Internal Audit
      • Her team discovered $3 billion in questionable expenses
      • Met with 4 executives to track down and explain the undocumented expenses
      • Disclosed findings, WorldCom stock frozen, corporate credit rating went from B+ to CCC-
      • Remained as VP of Internal Audit, not promoted, no gratitude, resented by employees
    • 17. Case Study: Challenger
      • January 28, 1986
      • Space Shuttle Challenger
      • exploded 72 seconds into
      • its flight, killing all 7 crew
      • members. The flight received much media
      • attention because a teacher, Christa
      • McAuliffe, was on board.
    • 18. Challenger: What Went Wrong
      • Explosion caused by O-ring failure between segments of the booster rockets.
      • Several employees of the manufacturer, Thiokol, had been aware of the O-ring deficiencies.
      • No one listened to the engineers who knew about the problem
    • 19. Challenger: Major Players
      • Roger Boisjoly, seal specialist at Thiokol
        • Directed task force for a year to study the evidence that hot gases eroded O-rings
      • Allan McDonald, manager of solid-rocket motor program
      • Larry Mulloy, NASA official, manager of booster programs
      • George Hardy, NASA official
    • 20. Challenger: Timeline
      • July 31, 1985
        • Boisioly wrote a memo saying, “it is my honest and very real fear that if we do not take immediate action to solve the problem [the company could] stand in jeopardy of losing a flight.”
        • No conclusive evidence to back up memo
    • 21. Challenger: Timeline
      • January 27, 1986, the day before lift-off
        • McDonald was worried about temperatures dropping to 22 degrees overnight.
        • 14 engineers “fought like hell” to get permission to present to NASA
        • All 14 Thiokol engineers recommended postponing the launch
        • Mulloy and Hardy challenged the recommendation
          • Mulloy: “When do you want me to launch, next April?”
          • Hardy: recommendation “appalled” him
          • Thiokol: Management reversed the recommendation for postponement
          • What kind of dilemma was Thiokol forced into?
    • 22. Challenger: The Explosion
      • O-rings partially failed on ignition (picture)
      • Melted metal sealed the gap
      • Hit a wind shear, causing the booster to flex and the seal to dislodge
      • Loss of cabin pressure
      • Flames led to explosion
    • 23. Challenger: Timeline
      • After the explosion
        • McDonald
          • Went public
          • Demoted by management
          • Public outcry and Congressional investigation led to a reversal of that decision and a promotion instead
          • Became spokesman for Thiokol and new rocket boosters
        • Boisjoly
          • “ I hope and pray that I have not risked my job and family security by being honest in my conviction”
          • Never worked on a shuttle again because it was too painful
          • Wondered if there was more he could have done, even though the record shows he minced no words
          • Reassigned by management with altered responsibilities
          • Took leave of absence, a year later went on disability
    • 24. Challenger: Questions
      • What effects did Boisjoly and McDonald face when they blew the whistle?
      • Why did NASA not listen to the engineers?
      • Why did Thiokol to reverse its decision even though they knew it was incorrect?
      • Would you have blown the whistle differently than Boisjoly and McDonald? If so, how?
      • Did McDonald go public at the right time?
    • 25. THANK YOU

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