When ill-defined loyalty equates to silence, trouble frequently follows.
Are “conspiracies of silence” providing a catalyst that enables corporate wrongdoing to grow exponentially? Studies have shown that people in groups often act in ways that are very different from how they might behave individually. It’s human nature. However, when ill-defined loyalty equates to silence about wrongdoing, trouble frequently follows and expands. While it is crucial for boards to discuss culture with their CEOs, it is equally important to expand the conversation throughout the organization. This is especially important in a period of significant challenges. Download the latest issue and share it with your audit committee and your organization’s senior management and start the conversation.
