The Sales Manager Case
I am the manager of a sales office with 15 staff. I am called to the managing director's office, where,
in a meeting with the heads of two other sales departments plus with the human resources manager,
the MD presents ideas for a contraction in company staffing. Discussion is amicable, reasonably
informed and focused on the argument that merging two or three of the sales departments permits a
reduction in staffing - the only way to make savings at a time of great financial pressure. Asecond
meeting is arranged for early the next week when issues about e.g. fair treatment of staff and other
personal implications of the situation, will be considered. It is also agreed that this sensitive
situation must be kept confidential until a clear decision is reached.
The whole process has the aura of a systematically conducted analysis, although for at least one
of those involved the emotional impact of such a significant situation is that manager's first work
related experience of this sort.
Two days later, in my own office, one of my senior staff, John, tells me that he has heard that
there is going to be a reorganisation and redundancies. I have a dilemma. Many thoughts passes
through my mind. IIf what John has told me really were news to me, I would express genuine
surprise or denial. Unless I feign such a response, I am likely to break the confidence placed in me
by my senior colleagues.
I also know that I am unlikely to be able to enact the pretence convincingly; I tend to believe that
honesty is the best policy, and it would be too obvious to John that I was hiding something. The
thought also crosses my mind that I should not lie to John - for reasons of principle and of
prudence. Even if my Iying were convincing, John would discover the truth sooner rather than
later.
I ask John how he came to hear this story. He says that he overheard the other two sales office
managers talking about it. Quickly reckoning that (fortunately for me) John will not be asked to
take redundancy, I decide to confirm what he claims to know. I request that he also says nothing to
anyone else, and reassure him that as far as I am concerned he need not worry about his own job
security.
Thoughts and Questions?
- what categorical obligations and duties are there to keep the matter confidential? Is there really a
fundamental principle involved in telling the truth to John?
- how might different people construe their prima facie obligations. How might you weigh up your reasons for
acting in this situation?
- What are the consequences of (a) revealing the truth to John and (b) not doing
so, only to be 'found out' later for having shown a lack of trust and being
disingenuous.
- How does the story of the "Ring of Gyges" apply in this case?
- what elements of self-interest and virtuous image are involved? Consider:
- Isn't this all going too far?What is all the bru-ha all about? Who cares? Who is offended? After all:
- It will only be a short time before the matter will become public knowledge anyway
- John is extremely unlikely to be made redundant, thus making it easier to talk with him
about it - he is a reliable and responsible individual.
- Is the situation not based on trust? So who are the actors in this melange of relationships?
- Aren't the arguments relating to 'trust'; just post hoc, reflective rationalisations which
mask other, self-interested, motives.
- What matters relate to imprecision and simultaneity in making a judgement? Isn't this just an
intuitive, time-critical decision?
- Can such cases and learning experiences) enhance our ability to make sense of situations and provide specific
concepts of general value for future use e.g.
BOLA is maintained and developed by Chris Jarvis