Whistle-blowing can have many adverse effects on the person doing the whistle-blowing and there are definitely feelings of loneliness that can arise when a whistle-blower decides to make some noise. Cooper gives some prime examples of whistle-blowing cases in chapter six, but he insists that there are still many who have "gone away quietly" (202), which may appear to be the safest option for the individual, yet that means that the public will never know the truth about what was going on -- and so, the individual really does have a moral responsibility to the public so that unethical behavior isn't allowed at any level as it will eventually seep into the very core of the organization and back into society.
Whistle-blowing, no matter what way it is looked at is "risky," according to Cooper (203). People who blow the whistle not only face scrutiny and alienation, but they may also seriously upset their financial stability as well as their entire career, peers and colleagues as resources, and their reputation (203). These are the main reasons that some people may simply decide to turn a blind eye or walk away quietly as opposed to standing a stand in the name of fairness and righteousness.
Cooper (220) brings up the example of Robert H. Jackson, chief counsel for the United States, and his opening statement before the Nuremberg Tribunal. Jackson argued that the policy of individual responsibility for crimes on an international level had a very long history in matters of piracy and brigandage. He said that, "Only sanctions which reach individuals can peacefully and effectively be enforced" (220). This makes sense as individuals commit crimes and each individual who is a part of a crime has the opportunity and the responsibility to come forward for the good of the general public. Loyalty to the public therefore must be first and must be always put above loyalty to an organization or one's superiors.
Individuals must counterbalance the bureaucratic organization. Individuals will inevitably commit misdeeds, whether purposefully or not, and thus peers need to be aware of all types of conduct that is going on in organizations whether it is above or below them.
Chapter eight's conclusion, "A Model of Responsible Administration," begins with Cooper discussing the gap between an objective responsibility...
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