The Dilemma: Influencing Culture Without Formal Authority

In the case I studied, a new employee named Sarah joined a team where subtle exclusion and gossip were part of the culture. Some coworkers made comments about colleagues behind their backs, excluded certain people from conversations, and treated this behavior as “normal.”

Sarah was not a manager. She did not have formal authority. But she felt uncomfortable with the gossip and the way people were being talked about. The dilemma was:

• Should she stay silent to fit in and avoid becoming a target herself?

• Should she confront people directly and risk damaging relationships?

• How could she influence the culture in a Christlike and professional way without a title?

Essential Ethical Principles

This dilemma highlighted several ethical principles that matter deeply to me:

Respect

Every person deserves to be spoken about with dignity, whether or not they are present. Gossip violates that respect and slowly damages trust in a team.

Integrity

Integrity means that what I say in private matches how I would speak in public. It means refusing to participate in conversations that tear others down.

Courage and Compassion

Courage is needed to quietly step away from unhealthy behavior, and compassion is needed to remember that even those who gossip may be acting from insecurity or fear.

My View and How I Would Respond

If I were in Sarah’s position, I would not join the gossip, even if that meant feeling different or left out at first. I would try to influence the culture through consistent, quiet actions instead of dramatic confrontations.

Alternative Action I Would Take

• Politely change the subject or redirect conversations when coworkers begin speaking negatively about others.

• Speak well of colleagues, highlight their strengths, and give credit when they are not in the room.

• Build personal relationships based on trust, listening, and kindness so that people see another way to interact.

• When appropriate and safe, have a private, respectful conversation with a coworker or supervisor about how the culture feels.

Why This Leads to Better Outcomes

This approach allows me to:

• Maintain my integrity and stay aligned with my spiritual values.

• Reduce harm instead of escalating conflict or shaming individuals.

• Model a healthier pattern of communication that others can quietly adopt.

• Earn trust over time, which can open doors to more direct influence later.

How This Shapes My Future Professional Practice

As I move deeper into IT and engineering roles, I expect to work in environments where there are power imbalances, misunderstandings, and moments of tension. This ethical exercise reminded me that:

• I do not need a title to influence culture; I can start with how I speak, listen, and respond.

• Technical excellence is not enough—ethical behavior and respect are just as important.

• My discipleship should be visible in the way I talk about people who are not in the room.

• Small decisions (to listen, to stay silent, to redirect, or to speak up kindly) slowly define the kind of leader I am becoming.

This reflection helped me commit to being the kind of professional who protects dignity, builds trust, and chooses conversations that heal rather than harm.

Final Reflection

The ethical dilemma with Sarah showed me that culture is created in everyday moments: in break rooms, chat threads, meetings, and small comments. As a disciple and as an IT professional, I want to be someone who quietly changes the tone of those moments. I may not always get it right, but I can keep choosing respect, integrity, and courage, trusting that Christlike leadership begins with the way I treat the people right in front of me.