Follow Dubious Orders or Speak Up?
Speaking up vs. Cooperating
Susan’s experiences had several layers of additional tension added to the dubious tasks that were requested by her manager, which included cultural norms and position hierarchies in a company. Asian countries have a more collectivist culture that prioritizes group harmony over “frankness”, which in her case, she may perceive as needing to cooperate with the requests rather than speaking up about her boss. Cultural norms intensify the fear of being seen as disrespectful, which could damage the relationship she has with Mr. Moon and be framed as a point of conflict rather than open up conversation. This risk is elevated by her position as an intern challenging her direct manager, which could cost her the internship.
On the other hand, accepting the dubious request means agreeing to a questionable culture that may continue to ask her to comply with more dubious requests (“if they ask an intern to do this, imagine what they ask employees”). Not only does this she has to compromise on personal values long-term, but it makes her liable for reputational and legal risks brought on by the company. For example, if a competitor discovers that she misrepresented herself, her career prospects could be put at risk.
The 3-step plan for speaking up effectively
In this position and in accordance to the 3-step HBR plan, Susan will first have to recognize that speaking up will be difficult but worth it in the long run. Especially in her position as a young intern, her immediate fears (wanting a return offer, pressure from her father, company uncertainties) frames her decision to speak up as a necessary and powerful act – she is committing to ethical integrity that will benefit her career in the long run, and she is protecting herself and even the company from reputational and legal consequences. Next, Susan should find ways to alleviate the social threats, which can include showing respect for the hierarchy and social norms (such as centering her concerns on the success of the company) and using a collaborative tone that invites discussion rather than accusations. As she opens up the conversation and addresses authority, she should prepare a clear plan that includes not only her concern and identified risks, but also offers alternatives to her boss (such as internal testing first) to show her commitment to the company.
