To view this page ensure that Adobe Flash Player version 11.1.0 or greater is installed.
Dear Sirs: The Past Begets the Future No story of modern times has hit the public as hard as the Jerry Sandusky story. It was a big disappointment for football hope- fuls, parents, employees at the school, and the world at large. Although the guilty party serves his time in prison, I am baffled by one thing: Why do employees witness wrong doings and turn a blind eye? The events at Penn State University are not unique. We all can attest to a time when had someone spoken up for truth, someone would have saved the day. It is this aspect of the organization’s culture that I wish to explore. According to Ostroff, Kinicki, and Tamkins, as cited in Muchinsky (2011), the culture of an organization comprises of three layers: (1) observ- able artifacts, (2) endorsed values, and (3) basic assumptions. The Observable Artifacts of Penn State University For many years the organization of Penn State had enjoyed the fruits of hosting a flagship football program. They (sports administrators) trained the best, and the institution was known for this excellence far and wide. No one could dispute the glory of those moments up until the allegation came to the fore and then the claims were brought to court. The Endorsed Values According to Muchinsky (2011), organizations thrive on values that are shared among the members of the organization. When those values are healthy and positive, it makes for a good organizational belief. However, when those values are infiltrated by individuals with motives contrary to the whole- some organizational ones, it spells T-R-O-U-B-L-E. We cannot claim to have endorsed values when members of the organi- zation knowingly turn a blind eye to that trouble. Mitigation of Trouble In light of that event at Penn State, organizations now need to look at ways in which trouble can be eliminated/discouraged. The Industrial-Organizational Psychologist 17