Scenario: Members' Well Being

Group Size: 4-15

Scenario

You are employed within a Headquarters (HQ). The recent posting season saw a rotation of staff members, which included a new section head. You and your supervisor, who reports directly to the section head, are staying behind to ensure continuity and a smooth transition.

Since the arrival of the new section head, you have noticed that the working environment has been deteriorating. Your supervisor does not appear to be herself and there is obvious tension between her and her boss. The section head’s behaviour appears to be very demeaning (e.g., talking down to the staff, derogatory remarks, etc.) and one day you witness your supervisor leaving the section head’s office looking like she has been crying. You consider talking to her about the situation, but she avoids you. You discuss the situation informally with a peer, who shakes his head and says, “This is a delicate situation!”

Categories

• Principles: Respect the Dignity of all Persons
• Values: Integrity, Loyalty, Courage, Stewardship, Excellence
• Cultural themes: Service, Identity, Leadership, Teamwork
• Misconduct types: Abuse of Power, Harassment
• GBA Plus themes: Rank
• Audience: Defence Team

Facilitator’s Guide

Learning Objectives

• Discuss the ethical obligation of “Respect the Dignity of all Persons” in the workplace. 
• Discuss the ethical values of integrity, loyalty, courage, stewardship, and excellence in the workplace.

Facilitation Questions

1. What would you do in this situation? What are the considerations?
   • Allow open discussion from the group.
   • Ethical concerns: It is a delicate issue. There is obviously something wrong and you feel compelled to do something.
   • Personal factors: You have a good working relationship with your supervisor. You feel that you have a moral responsibility towards her. However, you do not know if you will be able to improve the situation or if you will make it worse.
   • Environmental factors: Since the arrival of the new section head, the working environment is uneasy and will remain difficult as long as there are suspicions that your supervisor is being mistreated. Trying to intervene could create more tension.
2. What is the ethical dilemma in this situation? 
   • You suspect that the section head’s behaviour is seriously affecting your supervisor. You are compelled to intervene, but you are uncertain about the best course of action.
   • By intervening, you are aware that you might create more difficulties for your supervisor. By not acting, you will be allowing the situation to continue.
   • By leaving the situation alone entirely, there is also more opportunity for the new section head to negatively impact others on the team, including you. The section head’s derogatory remarks could also be considered hateful conduct depending on the language used.
3. What are some potential courses of action that could be taken in this scenario?
   • Option 1: Talk to your supervisor and your section head individually. Your supervisor might deny what is happening to protect herself. As for the section head, she might not appreciate being questioned about her behaviour. 
   • Option 2: Advise your supervisor to voice her concerns with one of her colleagues, possibly the next person in the chain of command. This might also create tension, but it could help clarify the situation and bring the matter to a close.
   • Option 3: Report the situation to a higher level in the chain of command. Your section head will likely take offence by the fact that you have bypassed her and gone to her superiors.
   • Option 4: Ignore the situation. However, if you do nothing and something more severe develops, you could feel responsible for contributing to a more serious situation.