职场生存法则:同事做事缺德 应如何处之

So clearly, if you're going to inform on your colleagues, you need to tread carefully. Peter Handal, CEO of Dale Carnegie Training, suggests approaching your response in three stages. "First, with the people under you, if the misconduct is relatively minor, why not just have a conversation about it?" he says. "Let your direct reports know where you stand."
所以很明显，如果你要告发同事，一定要小心谨慎。戴尔•卡耐基培训公司（Dale Carnegie Training）的CEO彼得•韩铎建议按照如下的3个步骤来采取行动。“首先，对你的下属，如果只是小错，何不直接谈一谈？”他说。“要让下属明了你的立场。”

Take, for instance, using the Internet on company time. "If someone is doing a little last-minute shopping the week before Christmas, it's probably best to just overlook it," Handal says. "By contrast, if someone is looking at porn online in the office, you have a responsibility to put your foot down, in part because that could turn into a legally actionable situation, and in part because it's just totally inappropriate." In other words, as department head, you have the authority to make rules about what your team can or can't do on your watch -- so use it.
比如，在上班时间使用互联网。“如果只是在圣诞节前的一周做点紧急采购，你最好不闻不问，”韩铎说。“与此相反，如果某人在办公室浏览色情网站，你就有责任强力介入，除了可能造成法律后果，还因为那种行为实为不当。”换句话说，作为部门主管，你有权力制定规矩来规范团队的行为，那么就要使用这种权力。

With your boss, the situation is a bit more delicate. "Before you go to higher-ups to report anything, make sure you're right," Handal says. "Ask this person, 'Did I see you do what I thought I saw?' Phrase it as a question, and give the boss a chance to explain -- or, if the situation arose from a mistake, to correct it."
而如果对象是你的老板，情况就微妙得多。“在向高层报告之前，确保你的观察准确无误，”韩铎说。“直接问当事人，‘我想我看到你做了某事，我看错了吗？’用疑问句，并且给老板一个解释的机会；如果关系到犯错，也给他一个改正的机会。”

If that has no effect, proceed to Stage Three. "Report the misconduct to someone higher up in the company, and ask to remain anonymous and keep this conversation strictly between the two of you," Handal advises. "And again, phrase it as a question rather than an accusation. Say something like, 'Here's what I've noticed is going on -- how would the company handle that? What are the next steps?'"
如果这样的做法没有效果，那么进入第三阶段。“向公司高层报告不当行为，并要求保持匿名，对话应该严格保密，只有对话双方知情。”韩铎建议。“还是要使用疑问句，而不是直接指控。可以这么说，‘我发现这些情况……公司会如何处理？下一步会采取什么措施？’”

At that point, Handal says, "the company's formal procedure for dealing with ethical lapses -- and most big companies do have one -- kicks in. The ball is in their court now, so step back and let the process take over." If you've done that and nothing changes, he adds, "I'd think twice about continuing to work there."
到了这一步，韩铎说：“公司处理道德疏失的正式流程应该启动了，大多数大公司都有这样的流程。球到了他们的半场，你就该退避，让位于规章制度。”如果你做到这些，但还是一切照旧，他补充说，“那我就会仔细考虑是不是还要继续待在这里了。”

If the behavior that's bothering you is illegal, the sooner you speak up, the better. Senior management may not regard you as a hero, but you'll have earned at least some grudging thanks. Notes attorney James Curtis, "It's in companies' own best interest to nip illegalities in the bud. Too often, the CEO never hears about wrongdoing until the regulators are already involved, and then it's too late."
如果困扰你的行为属于违法行为，那么越快告发越好。公司高层也许不会把你当作英雄，但你至少也会得到一些不情不愿的感谢。律师詹姆斯•柯蒂斯指出：“把违法行为扼杀在萌芽状态最符合公司自身的利益。常常出现的情况是，直到监管者已经介入，CEO还从未听说过被调查的违法行径。到了那个时候，一切已经为时已晚。”

One more word about the Ethics Resource Center study: The most-observed shady behavior -- using company resources for personal purposes -- was also the least reported, red-flagged by only 38% of those who witnessed it. (Bribes to public officials, by contrast, got reported 77% of the time, and bribes to clients 79%.) That means people in your position are making plenty of judgment calls about what's worth reporting and what to let slide. The trouble with letting too much slide, of course, is that one day you wake up and you're Enron. Good luck.
伦理资源中心还有一个发现：假公济私除了是最常被发现的不当行为外，也最少被告发，只有38%的人会站出来。（作为对比，对官员行贿被告发的比例为77%，而对客户行贿更有高达79%的可能被告发）。不难看出，和你处于同样处境的人对于什么值得告发，什么可以容忍都有明确的判断。当然，如果这样的容忍没有底线，也许某一天你醒来，结果发现自己的公司突然成了第二个安然（Enron）。祝你好运。