1. The Fabricating Team Leader
Team Leader Training
The Fabricating Team Leader
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2. The Fabricating Team Leader
You are attending a briefing that another Team Leader in your unit is giving to a group of key military stakeholders. The TL is briefing a research package her team has been working on for the last year. Part of the way through, you are surprised to hear her say that a particular research effort is going well and results will be available on time. You are nearly certain that just last week you heard the chief talk with that Team Leader about how that research was probably going to be shelved because it had gone poorly to date (late getting started, lack of adequate data, etc.). You are very surprised to hear the TL tell the military in attendance that it is going well.

3. Q1. Do you speak up or keep quiet? What are the pros and cons of each?
Question & Answer Session
Q1. Do you speak up or keep quiet? What are the pros and cons of each?

4. Question & Answer Session
Q2. What could be the underlying rationale for your colleague’s comments?

5. Q3. What do you do in the next few hours?
Question & Answer Session
Q3. What do you do in the next few hours?

6. Lessons Learned, Slide 1 of 3
Assuming your “nearly certain” belief turns out to be true, it’s difficult to come up with an explanation for the behavior of the TL in question apart from an intended fabrication. Openly speaking up would undoubtedly not look good for ARI, creating a public dispute between two Team Leaders. However, not speaking up would make you apparently complicit in this attempt to mislead the Army. Another option would be to privately discuss the situation with the people in attendance – perhaps after the briefing, although it is unlikely that there will be a good opportunity to do this in a way that is any better than speaking up during the briefing. You should directly confront the TL at the first opportunity to ensure that you properly understood what happened. Attempt to resolve this issue between yourselves. Given these are primary stakeholders in the research, the misinformation needs to be corrected, preferably by the TL who provided it.

7. Lessons Learned, Slide 2 of 3
If you two cannot reach a reasonable mutually agreed-upon solution, then you and the other TL should sit down and provide your respective positions to your chief. Ultimately, your chief will need to assess whether this event is a correctable one-time mistake or affects his ability to trust the TL such that he is concerned about the TL being dishonest in the future. This type of possible ethical breach must be addressed, and taken to the limit could end up as a disciplinary matter under civil service rules/regulations.

8. Lessons Learned, Slide 3 of 3
Wherever you go, you represent ARI. You have a responsibility to weigh the facts as you see them and take the action that preserves ARI’s reputation and ensures the Army ultimately gets accurate information and products.
You have a responsibility to inform your chief of significant controversial or problematic situations/events in a timely manner so that corrections can be made quickly and detrimental effects minimized.
Should the chief decide some personnel action is warranted – you are not involved in it. You are a peer of the individual, NOT her supervisor. In fact, you should not hear about it again if your chief has taken appropriate measures with the individual.
Themes
Accepting Responsibility; Integrity and Ethics; Perspective Taking