Managements Effort to
Destroy the Ethical Resister
DEMETRIOS BASDEKAS, Bert Berube, Mary McAnaw, Dobie Hatley, and other ethical resisters were considered a danger by the organizations for which they worked. By protesting internally and then going to the Congress or the press, these employees revealed that their principles commanded their loyalty far more strongly than did management. From their superiors' perspective, the resisters had not uncovered serious breaches of policy but had rather involved themselves in actions against the very bureaucratic hierarchy that had hired them and provided good salaries and the accoutrements of a respected position. The resisters' lack of gratitude and the resultant threat to the organizations' line of command required a firm response. In seeking to regain the initiative by totally rejecting the allegations and undermining the resisters' credibility, managers used the formidable power available to them.
Since they had expected management to be more responsive to their initial complaints, few resisters were prepared for their fate. Most understood that there might be some retribution, but few realized how damaging and extensive it would be. As the wife of one resister employed in