ABSTRACT
Whistleblowing can be viewed as an employee’s attempt to make a weak signal stronger—that is, to alert the management, media, or government agency to apparent wrongdoing in their organization so that corrective action can prevent its escalating into a full-blown crisis. In this chapter, we discuss PJS’s whistleblowing in light of several streams of research—chiefly, the literature on weak signals and strategic surprises; sensemaking and divergent thinking; organizational and safety culture; as well as mindful organizing. We identify what went wrong when Norsk Tipping’s upper management failed to act on PJS’s allegations and what lessons can be learned from its failure.
