Source: Michael Bret Hood
Part 1: The Initial Action
Part 2: Explaining Some of the Psychology Behind Disclosure and Retaliation
It’s the one thing they never imagined. The whistle-blower believed people, especially his/her supervisors, would see what needed to be done and start the process of correction. It seemed so obvious, so righteous. No sooner than the disclosure had been publicly voiced, the whistle-blower, whether they knew it at the time or not, began the lonely journey to becoming an outcast in their own backyard.
Part 3: The Bottom of the Barrel
Doing the right thing can be a cruel life lesson for whistle-blower’s. After assuming company executives would applaud the whistle-blower’s efforts for bringing derogatory and potentially illegal information to their attention, the whistle-blower suddenly finds himself/herself no longer employed and blackballed from the industry where he/she had previously made their living. In this situation, the whistle-blower’s cognitive dissonance is high because doing what they perceived as correct has sent their lives into a tailspin.
Part 4: An Investigator’s Role Prior to a Whistle-Blowing Disclosure
Whistle-blowing is often an arduous process. It takes a toll on the psyche
and depending where the whistle-blower is in the process, it will be up to the
investigator to adapt. If the whistle-blower has not yet made a disclosure, the
investigator has different responsibilities than if the whistle-blower had already
made the disclosure.