This is “Exercises”, section 8.6 from the book An Introduction to Organizational Behavior (v. 1.0). For details on it (including licensing), click here.
This book is licensed under a Creative Commons by-nc-sa 3.0 license. See the license for more details, but that basically means you can share this book as long as you credit the author (but see below), don't make money from it, and do make it available to everyone else under the same terms.
This content was accessible as of December 29, 2012, and it was downloaded then by Andy Schmitz in an effort to preserve the availability of this book.
Normally, the author and publisher would be credited here. However, the publisher has asked for the customary Creative Commons attribution to the original publisher, authors, title, and book URI to be removed. Additionally, per the publisher's request, their name has been removed in some passages. More information is available on this project's attribution page.
For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. To download a .zip file containing this book to use offline, simply click here.
How far would you go to find out who is talking to whom?Based on information in Bergstein, B. (2006, September 20). HP spy scandal hits new weirdness level. Retrieved July 1, 2008, from the BusinessWeek.com Web site: http://www.businessweek.com/ap/tech/D8K8QTHO0.htm?chan=search; Allison, K. (2006, September 30). Spy methods used in other companies. Retrieved July 1, 2008, from FT.com: http://www.msnbc.msn.com/id/15067438/; Fried, I. (2006, December 7). HP settles with California in spy scandal. Retrieved July 1, 2008, from cNET news.com: http://www.news.com/HP-settles-with-California-in-spy-scandal/2100- 1014_3-6141814.html.
In 2006, Hewlett-Packard Development Company LP became embroiled in a controversy over methods used to investigate media leaks from its board. HP Chairperson Patricia Dunn could have simply asked the directors who was the source cited in the story, sought an apology, and gone from there. With some direct face-to-face communication, the story would likely have ended quickly. It did not. “Not only did investigators impersonate board members, employees and journalists to obtain their phone records, but according to multiple reports, they also surveilled an HP director and a reporter for CNet Networks Inc. They sent monitoring spyware in an e-mail to that reporter by concocting a phony tip. They even snooped on the phone records of former CEO and Chairperson Carly Fiorina, who had launched the quest to identify media sources in the first place.” The situation continued to escalate. For example, the New York Times reported that HP consultants even considered planting clerical or custodial workers at CNet and the Wall Street Journal to learn who was leaking information to them. Following this, Patricia Dunn, as well as three executives, left the company. A congressional hearing and several federal investigations later, executives were charged with felonies, and HP paid $14.5 million to settle civil charges related to the scandal. HP is not the only company to use such methods; recent admissions by the investigation firms involved suggest that the use of ethically questionable investigative tactics by large companies is quite common. “It betrays a type of corporate culture that is so self-obsessed, (that) really considers itself not only above the law, but above, I think, ethical decency, that you have to ask yourself, where did the shame come in?” said Charles King, an analyst with Pund-IT Inc.
Consider this situation from a multiple stakeholder perspective. Imagine you are…
As several observers have noted, HP spent a lot of time establishing whether or not their activities were technically legal but little time considering whether or not their actions were ethical.
You Know What I Mean, Right?
This exercise illustrates how words we commonly take for granted are not universal in their meaning.
Approximately 20 minutes.
Write down the number that comes to mind for each of the following questions. Remember that there are no right or wrong answers—just go with your first response. Do not discuss your answers with anyone in the class until instructed to do so.
Discuss the following questions (either as a class or in small groups).
What can you apply from this exercise to make you a better communicator?