Believing you are right about a problem with the government, a cause you want to pursue, or even a complex set of legal issues is never enough.

1. Whistleblower Strategies: It's All In 3-D
Believing you are right about a problem with the government, a cause you want to pursue, or even a
complex set of legal issues is never enough. If you are a person of integrity and find yourself morally
outraged about a situation, you are more likely than not right Hinweisgebersystem
If you have observed and analyzed, reflected about the needed change and began the process to
implement it, you are also smart. Most whistleblowers think this is enough and that their persistence
will carry them to the light of day.
Unfortunately, neither good moral values or an above average level of intelligence are enough. The
reason for this is that individuals working in derailed government and business systems do not look at
the situation in the same way you do. They seem like they are just like you if you meet them in line at
the checkout counter in the supermarket or at your son or daughter's soccer game.
And they may have fought for their country, sit in the front row at church and donate their time to
worthy causes like the Boy Scouts or American Red Cross. Still, they have different needs, values,
motivations and fears than a messenger of bad news like you who begins a letter writing campaign or
demands a meeting with their superior.
Several years ago, I met with a high-ranking government official in a federal agency. In addition to
reports from the media and experts in the field, six congressional investigations clearly revealed his
agency was defunct, he had not been properly trained, he did not know what his agency's policies were
and he did not know what he was doing. The issue which brought me to his office revolved around
whether or not he had
submitted annual compliance reports as required by federal regulations. Although he assured me he
had, a letter in my briefcase from his superiors in Washington clearly revealed he was "mistaken."
His first tactic, after one of his subordinates present in the room blurted out, "We're going to get in
trouble," was to break eye contact. After he had composed himself, he shifted into an attack mode and
cautioned me "never to mention the situation again."
"I quickly responded by telling him that I was going to make sure, "this never happens to anyone else."
What I did not realize at the time was that his objective was not to arrive at a fair resolution through a
fair application to agency regulations. His needs were to conceal the truth not embrace it. Although he
had the appropriate job title and impressive degrees, awards and photos on his wall, it was obvious he
had either never accepted or sold out his value and belief system somewhere on the road from college
to his present position.
This was causing him to operate from a different motivation - one deeply rooted in the 3-D's. By this, I
don't mean he was wearing those funny looking glasses they used to pass out at movie theaters. He was
DELAYING, DENYING AND DECEIVING.

2. Oppressive techniques of this kind are the life blood of those in power who feel threatened by a
whistleblower. The reason is clear. They react and respond to your legitimate inquires and noble efforts
out of fear. Fear of peer presssure. Fear of personal and professional retiation. Fear of loss of income.