Colleen Rowley

The condition research scientist and heading of research and development for Brown & Williamson broke a confidentiality promise when he agreed to be interviewed on the television say 60 Minutes about the fact that his employer knew that cigarettes and new(prenominal) baccy products were highly addictive and cause serious health associate problems and chose to sacrifice public health for corporate profits for decades. fit in to Wigand, his former employer hid the truth from consumers and the federal government and it obstructed all public and private inquiry into the safety of tobacco. According to Wiscombe, Mr. Wigand paid a high price for speaking out against his former employer. Former colleagues shunned him, and he received death threats. He baffled his job, and his marriage collapsed under the strain. (Wiscombe, 2002). A major current issue at the time of this revelation was that about one in five Americans used tobacco products, and as many as 400,000 premature deaths a year can be attributed to tobacco use in the United States alone.

2. Leadership Style: In both cases, the lead style of the person had little or no impact on the process they were trying to influence. two Rowley and Wigand were mid-level managers in huge bureaucracies. No matter how dynamic their leadership style was, there was little they could to do convince major(postnominal) management that the course of action they suggested was appropriate.

ices: According to Matthew McClearn writing in Canadian Business (2003), other way to discourage ethical breakdowns is to gain ground whistle-blowing. McClearn suggests that rather than world recognized for their loyalty and honesty in reporting wrong or illegal activities, whistleblowers are often intimidated, alienated, fired or forced to resign (McClearn, 2003).

In his book: Whistleblowers: Broken Lives and organisational Power, Fred Alford notes that corporate America has been unforgiving when dealing with whistleblowers. Alford suggests that companies have a habit of blaming the messenger who delivers bad news, and this is especially true when the sum is delivered to an oversight agency such as OSHA or the EPA. Alford suggests that to bring forward employees not to go public with their concerns, American companies must piddle an internal mechanism for reporting ethical breakdowns, fraud, or other problems. Companies must make certain that whistleblowers are not retaliated against by management or co-workers (Alford, 2001).

4. Lessons Learned: According to an article in Workforce Magazine (2002), the lessons learned from these two incidents is that organizations need to variety show the way they respond to whistleblowers. One lesson is that organizations and companies need to create an milieu that encourages whistle blowing to an internal oversight person or group. To encourage employees not to report their concerns to an outside agency, an organization must delay that there are no reprisals against the whistleblower which is easier
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