The case captures a dilemma that feels extremely realistic as a past intern. With such limited power, speaking up risks your job, your reputation, and your chance of a return offer. At the same time, on the other hand, staying silent risks your integrity and long-term career credibility.
From Susan’s perspective, speaking up could label her as difficult, culturally insensitive, or naive about how business is really done. In extreme cases, the company could even rescind her offer, which is a material risk, given her financial constraints. But accepting the task could carry some quieter, longer-lasting costs. For instance, misrepresenting herself could damage her professional reputation if discovered, implicate her university, and normalize cutting corners early in her career. The real risk, however, is becoming someone who compromises values in a flexible way when stakes are high.
The article offers a solid path forward. First, Susan should acknowledge that her discomfort is a meaningful signal and is not her being oversensitive. Speaking up is psychologically hard because it threatens a person’s status and belonging, but oftentimes that difficulty often means that the issue matters.
Then, she should reduce the social threat. Rather than framing the issue as something unethical, she can express shared concern for the company. This could involve bringing up the reputational risk, client trust, or regulatory perception. Saying “we” instead of “you”, asking clarifying questions, and showing enthusiasm for the project help maintain alignment.
Finally, she should make a plan. That means proposing concrete alternatives, including ethical ways to gather competitive intelligence, and deciding in advance what she’ll do if her concerns are dismissed. Speaking up without a plan is risky, but speaking up with one is leadership.
