tand that. The conse-quences of unethical behavior are frequently a loss of customers, lawsuits, criminal charges, and tighter government regulations.
In the Goodrich case, another consequence was organizational conflict and a lack of harmony. People like Lawson and Vandivier should have refused to go along on the grounds of ethics (it is assumed that the first person references to "I," who was unidenti-fied, meant Kermit Vandivier, author of the case). Although concerned about their economic security, they eventually resigned after they were guilty of conspiracy. Earlier they considered quitting. They should not have quit, but they should have refused to falsify data and persisted in exposing the real problem -- the faulty four-disk design.
They could have told their superiors, "I can't. It's dis-honest and unethical." They may not have lost their jobs. If they did, it would have been better to lose their jobs and not be associated
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