The Unexpected Cost of Staying Silent

TheUnexpected Cost of Staying Silent

Creditto Amy Fredin for analysis of the unexpectedcost of staying silent.The edition highlights important business ethics and the surroundingissues. The article calls for ethical decision making in businessoperations to stay clear off the wrong side of the law. The articleenlightens managers and employees on smart choices in the event offraudulent cases, with the study of staying silent and whistleblowing. Truth is that events of fraud affect all employees in theorganization. The discussion asks what might be the reasons for afinding of great regret versus a finding of no regret.

Employeesfind great regret upon staying silent due to three main reasonsseeing their colleagues flourish at their expense, seeing otheremployees take the blame instead of the real culprits and fundrelated cases. Cases in table two that reflect great regret includefinancial fraud like inappropriate month-end adjustments. Employeeswho stay silent have a tendency to regret their actions when thefraud cases affect them directly or indirectly in the end likestaying silent when one of them sabotages a change process.Especially when the cases have a monetary value alongside them suchas stealing of funds and in the event where there were rewards towhistleblowing. Some of the reasons for finding no regret afterstaying silent include the fear of retaliation due to whistleblowing,petty fraud issues and when there is no rewards. In case of petty andindirect issues as noncompetitive supplier selection, employees findthat the matter is minor and in many cases no rewards accompany them.

Tabletwo suggests that situations of fraud cases in a company are verysimilar meaning that the choice of staying silent does not depend onthe nature nor significance of the event, but employee values.Companies ought to have a strict, yet professional ‘tone at thetop’ to instill values to employees and counter fraud.