The Whistleblowing Dilemma: When Organizational Culture Resists the Truth

In the complex tapestry of organizational life, few acts are as fraught with tension as whistleblowing. It is often perceived as a heroic, yet disruptive, act of exposing wrongdoing. Yet, the true dilemma, as illuminated by the experiences of Australian whistleblower John Cleary, lies not just in the act itself. It often stems from the deep-seated cultural resistance an organization can mount against the truth. John's journey through the Newcastle Anglican Diocese serves as a powerful testament to this internal battle. For him, the fight for integrity often felt like a silent war against the very fabric of the institution.

‍

Initial Discovery and Calls for Change

John's initial encounters with wrongdoing at the Newcastle Anglican Diocese quickly revealed a fundamental truth: the institution had a very dark past. What began with seeking redress for two survivors soon escalated. He realized these matters were far from isolated.

‍

By February 2008, John recommended hiring a professional standards director and establishing a board to hear disciplinary matters. This proactive step, however, was not met with institutional support. Instead, significant unpopularity arose within the culture. This marked the beginning of a struggle for reform and best practice against an old culture that resisted these matters and remained in denial.

‍

Facing Active and Passive Resistance

The resistance John describes was multifaceted, encompassing both passive and active forms. Passive resistance included a pervasive culture of not reporting. There was also low-level non-cooperation with investigations and inquiries.

‍

At the more active end, John observed derogatory comments made about the professional standards unit. There were suggestions that their work was a waste of money. Some even argued that paying redress could potentially lead to bankruptcy. John noted that the culture was not conducive to reform. Only a very small minority of people truly wanted to reform things.

‍

The pushback came from a wide spectrum of individuals within the church community. This included lay board members, members of the legal community, other parishioners, and many clergy. This ingrained old culture presented a formidable challenge. John reflected it was "a long and enduring battle with a culture, which we were desperately trying to reform". The resistance was so strong it even spilled into court, with legal challenges complicating reform efforts.

‍

The Pervasive Bystander Culture

One of the most sobering insights from John's experience stems particularly from the Royal Commission into Institutional Responses to Child Sexual Abuse. It points to a profound cultural failing: "for every wrongdoer there were 10 people that were aware but did nothing".

‍

This bystander culture highlights that even without active malice, inaction can perpetuate immense harm. It underscores a critical deficiency in organizational integrity. Widespread awareness, in such a culture, simply does not translate into collective action or intervention.

‍

External Intervention: Media and Royal Commission Scrutiny

Ultimately, breaking the back of such deeply embedded resistance often requires external intervention. For the Newcastle Diocese, this came in the form of the Royal Commission into Institutional Responses to Child Sexual Abuse, constituted in 2013. Case Study 42 of this Royal Commission specifically investigated the Anglican Diocese of Newcastle. Public hearings were held in August and November 2016.

‍

The Royal Commission's findings heavily criticized the Diocese and two former bishops. It cited a "do nothing approach" and "weak and ineffectual" leadership. It noted that alleged perpetrators were allowed to move to other dioceses without warning. The Commission also highlighted a focus on protecting the reputation of the Church and its powerful and influential members. Notably, later bishops who did expose allegations faced "considerable backlash over their actions".

‍

Even with the Royal Commission looming, John and his professional standards director felt reform was not happening fast enough due to continued cultural resistance. They made the strategic decision to take the story to an investigative journalist from the ABC. This resulted in two episodes of the 07:30 Report in July 2016. This move, which John described as "a cry for help", bypassed internal blockades. It brought necessary mainstream scrutiny, ensuring the culture's failures were "well and truly out there".

The Enduring Lesson: Leading with Accountability

John Cleary's journey underscores a vital truth for all organizations: cultural resistance to truth is a dangerous adversary. Leaders must recognize that fostering an ethical environment isn't just about policies and frameworks. It is about actively cultivating a culture where truth is welcomed, dissent is heard, and accountability starts at the very top.

‍

As John states, a CEO or board director must quickly and easily explain that "they're not exempt from this either or immune from it". Without a deliberate and ongoing commitment to dismantle the old culture and empower those who speak up, organizations remain vulnerable to repeating their sad past. The dilemma isn't whether wrongdoing exists. It is whether the culture will allow it to be exposed and addressed.

‍

Further Insights

For a deeper dive into the complex decisions and profound implications involved when individuals choose to expose wrongdoing, explore our on-demand webinar. It unpacks "The whistleblower's choice - Risk, responsibility, and doing the right thing," guiding listeners through the critical factors and moral imperatives that define the whistleblower's journey.