In Praise of Difficult People: A Portrait of the Committed Whistleblower

Abstract

Critics of large organizations have long regarded principled individual dissent, including whistleblowing, as important for insuring accountability in otherwise unresponsive bureaucracies. It is widely reported that whistleblowing is a costly act for the whistleblower, which many regard as further evidence of the need for improved legal protections and greater external control over the organizations involved. The conflict engendered by internal dissent involves high stakes for the organization as well. In addition to challenging several societal taboos (don't be a stool pigeon, never air dirty laundry in public), blowing the whistle often pits loyalty to one's clients or colleagues against loyalty to the public and includes an accusation that one's superiors and/or fellow employees have neglected or abused the public trust (Bok, 1980). As a result, whistleblowing represents one of the most threatening forms of organizational dissent, likely to prompt considerable hostility and various forms of organizational retaliation.

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