On the first anniversary of former Harrods owner Mohamed Al Fayed’s death, more than 20 women accused the billionaire of rape, sexual assault or harassment while they worked at his luxury department store. Many had been in their late teens and early twenties at the time. Since then, a further 65 women have come forward to the BBC with allegations dating back as far as 1977, and 40 people are reported to have contacted the police.
How did Al Fayed silence potential whistleblowers for such a long time? I’ve researched whistleblowing in organisations for almost 15 years. Looking at the allegations made against him, four apparent strategies stand out as textbook examples of how leaders can suppress dissent to continue their terrible behaviour – even today. 1.
The organisation as a fortress As the chairman-owner of Harrods, Al Fayed could wander around its swanky shopping halls and oak-panelled offices as he pleased. And it appears he looked for women to target as he did so. Security guards had their role, in some cases reportedly turning a blind eye to distraught and dishevelled women leaving Al Fayed’s apartments and houses after attacks.
HR people might likewise focus on recruiting certain women – like the security staff, they were just getting on with their work. That is the thing about bureaucracies, as philosophers from Hannah Arendt to Max Weber have highlighted. Staff are not responsible for the outcome.
They just need to do their job. My research on whistleblowi.
