Canadian Government Executive - Volume 23 - Issue 03

14 / Canadian Government Executive // March/April 2017 The Interview Q: “Blowing the Whistle” is not an easy thing to do. Why is that? JF: Yes, it is hard to do. I think it is a combination of both human nature and organizational culture, and one seems to reinforce the other. Recognizing the value of coming forward when you believe something is wrong is contradicted or counter-acted by the fear of the risks of doing so. Fear of reprisal, plus concern that no one will take action when you do raise your concerns, combine to make for a very powerful disincentive. This speaks to the importance of a change in thinking about what we value in the workplace, and also about ensuring that our actions reflect our messages about the importance of coming forward. CD: If I may add to that, a fascinating finding from the research is that people are torn between the notions of fairness and loyalty. They want to do the right thing and treat people fairly and not al- low for an unjust action to stand. Simultaneously, they are struck by the loyalty and dedication they feel to their group. They don’t want to be disloyal and cause trouble for people they work with and likely care about. This creates tremendous tension within an individual, which is why doing the right thing may not be as simple as it sounds. JF: Building on Craig’s point, feelings about loyalty can be com- plex. They can very often play a role in someone’s decision to come forward or to remain silent. These feelings are linked to one’s identity as a person, as a professional and as a public servant. The Preamble of our Act actually says that the whistleblowing regime seeks to strike a balance between the duty of loyalty to an em- ployer and the right to freedom of expression. Apart from those important legal concepts, loyalty comes into play on a more direct personal level and involves people’s sense of belonging and hav- ing meaningful and productive personal relationships with col- leagues and friends. We all want to feel that we are valued as ethi- cal, honest and professional individuals, and that these character traits are recognized as important, and in fact that they shared by our colleagues. These feelings are not inconsistent with disclosing wrongdoing; in fact they are entirely consistent with “doing the right thing.” Q: Is this fear something that is particular to the federal public service or particularly prevalent there? CD: There’s little doubt that this is a global issue. It affects orga- nizations across all sectors and sizes. In my interviews with CEOs of Canadian-based organizations, I constantly hear about the dif- ficulty of fostering an environment where people feel comfortable speaking up. This is critical for a number of reasons. Honest feed- back can be essential for mitigating risks that are on the horizon. If The Office of the Public Sector Integrity Commissioner (PSIC) has just released The Sound of Silence: Whistleblowing and the Fear of Reprisal, a white paper based on new research. Patrice Dutil, the Editor of Canadian Government Executive, exchanged with Joe Friday , the Commissioner of Public Sector Integrity of Canada and Craig Dowden , the author of the report, to discuss the issue. Mr. Friday practiced law in the private sector before starting his career in the Public Service in 1992 as Legal Counsel to the Department of Indian and Northern Affairs. He ascended the rungs of the public service through a variety of positions in the Department of Justice. He was appointed Commissioner in 2015. Craig Dowden (Ph.D.) is the President of Craig Dowden and Associates, a firm specializing in supporting leadership and organizational excellence by putting science into practice. He has worked with thirty different departments and agencies on building a positive and respectful work environment. Joe Friday and Craig Dowden FEAR OF REPRISAL AND THE PSYCHOLOGY OF WHISTLEBLOWING An Interviewwith