“It takes many good deeds to build a good reputation, and only one bad one to lose it.”
— Benjamin Franklin
We constantly see how organizations react to scandals in the media. Lots of PR muscle, prepared statements, and promises to change are quickly deployed. But the damage has already been done to the reputation. What has taken years to build can implode overnight. What are organizations doing in an effort to create a corporate culture that prevents scandals from happening in the first place? This week, we dive into ways to proactively implement strategies to mitigate risk and prevent scandals in the workplace.
Japan Inc. experienced three recent scandals that all shared a common background element: the workplace culture made it nearly impossible for employees to express opinions or concerns to management. Reports on the scandals indicated that management was not interested in employee views and lacked awareness of in-house issues. Meanwhile, employees were concerned with doing what they thought their managers wanted.Explore how this culture of stifling opinions led to these scandals and the high costs that resulted.