Sample Worksheet - Whistleblowing
[Scenario and Roles to be Played]
Engineer 1 and Engineer 2, who work in different departments at an
organization that works on a number of Air Force contracts, are social
friend, and they and their families periodically have dinner together.
Prior to dinner one evening, Engineer 2 mentions to Engineer 1 that it
appears that there is significant fraud going on in the performance of a
contract being worked on in his (her) department. The fraud appears to
involve an elaborate process that results in double billing. The engineer
indicates that though relatively certain the fraud is going on, he (she) has
no intent to pursue the matter with anyone in the chain of command.
Be prepared to defend the statements made in your memo.
[ROLES TO PLAY Primary Function in Scenario]
- Engineer 1 becomes aware of apparent fraud
- Engineer 2 in department where apparent fraud is going on
- Manager 1 Engineer 1 direct supervisor
- Manager 2 Engineer 2 direct supervisor
- Spouse of Engineer 1
- Spouse of Engineer 2
- Supervisor of Engineering Boss of Manager 1 and 2
- VP for Technical Affairs Responsible for technical quality of project
- VP for Financial Affairs Responsible for financial well being of company
- CEO Responsible to stock holders for insuring reasonable return on investment
- Air Force Contract Officer Responsible for insuring performance of the company on the
project
- Air Force Inspector General Responsible for insuring compliance with the law on Air Force
contracts
- U.S. Senator from the State Representative of the public to the Federal Government
- Newspaper Report from Area Responsible for preparing news stories that will sell papers
[Worksheet for Role Playing Model on Ethical Dissent]
Instructions: The following are the identified steps in approaching issues of ethical dissent. You
may use this sheet to make notes as the role playing exercise develops. For next class turn in a
short description of how each of the levels were addressed, how they could have been more
effectively addressed, and who was affected at each level.
- Establish a clear technical foundation
- Keep your arguments on a high professional plane, as impersonal and objective as possible,
avoiding extraneous issues and emotional outbursts.
- Try to catch problems early, and keep the argument at the lowest managerial level possible.
- Before going out on a limb, make sure that the issue is sufficiently important.
- Use organizational dispute resolution mechanisms.
- Keep records and collect paper.
- Resigning.
- Anonymity.
- Outside resources.
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