Gaining Whistleblower Cooperation Using Psychology Profiles

Whistleblower cooperation can make or break a workplace investigation. Witnesses are often an essential part of an investigation of unethical practices in the workplace. That said, witnesses may be unwilling to participate in an investigation, especially if they do not have anything to gain by providing information.

The Fraud Magazine article, “Analyze Potential Whistleblowers with These Psychology Profiles,” by Andrew Thompson, CFE describes how to persuade witnesses to participate in an investigation using interview strategies that appeal to their personality and motivations. In other words, it offers a practical roadmap for improving whistleblower cooperation.

Whistleblower Cooperation and the Narrative Action System

In the article, Thompson proposes four practical whistleblower profiles based on a psychological profiling taxonomy called the Narrative Action System (NAS). NAS was originally developed by Donna Youngs, Ph.D. and David Canter, Ph.D. to explain the roles offenders see themselves playing when they commit crimes. Their research identified four of these narrative roles: the Professional, the Victim, the Hero, and the Revenger. Youngs and Canter also proposed using NAS to tailor interview strategies to offenders’ personalities and perspectives.

Thompson argues that this system is adaptable to whistleblowers and that once we know what type of whistleblower someone is, “We can then develop themes in our questioning that may make them more likely to cooperate.”

The following will discuss Thompson’s four whistleblower types, Victims, Avengers, Samaritans, and Intellectuals, as well as their corresponding interview strategies for gaining whistleblower cooperation.

Victims: Gaining Cooperation Through Empathy

Victims are typically vulnerable, low-level employees who are not in a position to refuse to take part in workplace practices that they believe to be unethical. They may have barriers to employment such as a lack of education and are unlikely to find a better job elsewhere.

Victims feel a lack of control over their situation and feel that they have been forced to contribute to unethical workplace practices due to their lack of authority and employment options. Victims tend to focus on their own experiences and feelings during investigations and often express guilt and sadness over their situation.

When questioning a Victim, it is helpful to validate their feelings of helplessness and lack of control over the situation. Thompson recommends that investigators downplay the Victim’s involvement in  unethical practices during questioning and show empathy for their difficult situation.

He explains that Victims feel a sense of relief when they share their experience. They are less concerned about the results of an investigation than they are about discussing their own experience and gaining peace of mind.

Avengers: Gaining Cooperation Through Accountability

Avengers are employees who have refused to engage in unethical practices and have faced retaliation because of their resistance. Avengers often have low- to medium-seniority in the workplace.

Both Avengers and Victims feel that they have been wronged by their employers.  Unlike Victims, however, Avengers have refused to go along with unethical behavior just to protect their job security. Avengers are angry with wrongdoers and are eager to hold them accountable.

Avengers are mostly interested in revenge over those who wronged them. They want to benefit from the results of the investigation and want to be recognized as being right all along.

When working with an Avenger, Thompson recommends that investigators emphasize their role in the investigation and assure them that their testimony will hold wrongdoers accountable. Since Avengers are primarily focused on personal gain, investigators should not emphasize how an Avenger’s testimony will lead to organizational improvements.

Samaritans: Gaining Cooperation Through Solutions

Samaritans are typically higher-level employees with extensive experience in their field. Unlike Victims and Avengers, Samaritans typically have an overall positive view of their organization and are primarily interested in bringing about change for the better.

Samaritans often make their concerns known within their organization. They want people to do what is right and are frustrated that their concerns have been ignored.

Since Samaritans are solutions oriented, Thompson recommends that investigators initiate conversations with Samaritans by asking what changes must be made to end improper practices. In other words, interview questions should focus on solutions to the problem instead of who is and isn’t at fault.

If necessary, a discussion about what needs to change can segue into a conversation about who must be held accountable to ensure that the problem never repeats itself.

Intellectuals: Gaining Cooperation Through Recognition

Intellectuals often feel that they have spotted a problem that nobody within their organization was wise enough to recognize. Intellectuals are sought after as experts in their field and are often hired to fill high-level positions. Once hired, intellectuals may unsuccessfully attempt to put an end to improper practices, only to end up quitting over the perceived incompetence of others.

Intellectuals may be reluctant to participate in an investigation because they feel that they have nothing to gain. After all, they tried to correct the situation, but nobody listened.

Intellectuals thrive on being recognized for their expertise. Investigators will have a better shot of gaining important information from an Intellectual if they play up their expertise and act as a student who needs to be educated on the situation.

Thompson explains that since Intellectuals are concerned about their own gain, investigators should point out how an Intellectual’s cooperation will boost their own reputation. For example, an investigator can point out that the Intellectual’s cooperation will frame them as a hero who should have been listened to all along.

Using Psychology Profiles to Improve Whistleblower Cooperation

In closing, Thompson notes that whistleblowers will not fit perfectly into one of the four groups but that they serve as a “starting point to craft your pitches.”

Once you are familiar with these profiles, you will be able to adapt your interview strategies and improve whistleblower cooperation as you learn more about each whistleblower’s personality and perspective.

Enjoy learning about psychology?  Learn more at our article Gaining Support for New Policies – the Psychology of Resisting Change.

Strengthen Whistleblower Cooperation With Red Flag Reporting

Whistleblower cooperation starts long before an investigator’s first interview. Employees are far more likely to come forward, and to stay engaged, when they trust that they can raise concerns safely.

Red Flag Reporting’s ethics and compliance hotline services give your employees a confidential, anonymous way to report concerns 24/7.

Contact us today to learn how we can help your organization.

Frequently Asked Questions About Whistleblower Cooperation

What is whistleblower cooperation, and why does it matter?

Whistleblower cooperation is a witness’s willingness to share what they know during an investigation. Without it, investigators may miss key facts, documents, or names, especially when the witness has nothing to gain by speaking up.

What are the four whistleblower psychology profiles?

Andrew Thompson, CFE, proposes four practical profiles: Victims, Avengers, Samaritans, and Intellectuals. Each has different motivations, so each responds best to a different interview approach.

What is the Narrative Action System?

The Narrative Action System is a framework developed by Donna Youngs, Ph.D., and David Canter, Ph.D. It describes the roles offenders see themselves playing when they commit crimes. Thompson adapted the approach to help investigators understand what motivates whistleblowers.

Can a whistleblower fit more than one profile?

Yes. Thompson notes that whistleblowers will not fit perfectly into one group. The profiles are a starting point, and investigators should adjust their approach as they learn more about each person.

How can organizations encourage whistleblower cooperation?

Organizations can encourage cooperation by giving employees a safe, anonymous way to report concerns, taking every report seriously, and prohibiting retaliation. An independent ethics hotline can help employees feel more comfortable speaking up.