own, just how to deal with the whistle-blowing situation. Whatever the governing concept within the company, every employer must confront certain concrete realities about the problem. It is very easy for managers, supervisors, and coworkers to regard whistle-blowers as disloyal troublemakers. Care should be taken to avoid this stereotyping, the perspective that seems to protect them should also regard them as important instruments of public interest who take significant risk to perform a civil duty. Employers are forced to deal with them, like it or not (Soeken 43). The amount of stress a whistle-blower must face is purely an individual experience, the degree of therapy required by a whistle-blower has a lot to do with the stress endured. One reason for this tremendous stress and fear, is the perception that existing laws and agencies are not fully on their side. One such agency is the Office of the Special Counsel (OSC), which have been known to turn against the whistle-blowers. In 1985, when the Office of the Special Counsel (OSC) became fully operational, the agency turned away 99% of the whistle-blowers who sought its assistance, they did not attempt to restore one single whistle-blower's job. Even though its primary goal is assisting whistle-blowers (Effim 54). Recently, whistle-blowers have united to share their experiences and strategy to support each other emotionally, and to assist new whistle-blowers. This is a good start, but it is not enough, more is needed including a good solid job network, economic assistance, and therapist that knows how to work with the emotional issues of whistle-blowers. The whistle-blowing protection has been given much lip service and has often been ineffective. Public demand is the only force that will successfully challenge the bureaucratic tendencies, and their mistakes and problems (Soeken 44). The number of suits filed each day suggests that something is drastically wrong with corpo...
