How should an ethical but job-dependent employee respond when a higher-up encourages illegal or immoral activities, covers up wrong-doing (or asks for a cover-up) or otherwise steps over the line? Writing in The Harvard Business Review, Peter Coleman, TC Professor of Psychology & Education and Director of the College's Morton Deutsch International Center for Cooperation & Conflict Resolution, and psychologist Robert Ferguson offer tips on what to do when the standard advice of looking for a win-win simply won't wash.

The views expressed in the previous article are solely those of the speakers to whom they are attributed. They do not necessarily reflect the views of the faculty, administration, or staff either of Teachers College or of Columbia University.

Published Friday, Jan 8, 2016