Marion BELLAIS
A good team player

I – Facts :
Since his graduation from college, Steven does it right as a staff accountant in the accounts payable section of a major industrial firm for several years. He is confident about his capacities, it is why it was not stressed about the arrival of a new supervisor in his service.
The new manager of accounts payable, Kristin, had been transferred to Steven’s division from a similar position in another subsidiary of the company because of her proven talent for organizing and improving the efficiency of operations. Kristin was experienced and determined to perform her new assignment with the same vigor that had brought her so much success throughout her career.
At the reception, Kristin circulated through the room, introducing herself to her new subordinates and asking each of them if they had any suggestions that would help make the payables section a better place to work. When she approached Steven, he told her that people seemed to him to gain promotions and be given opportunities to work overtime based on who liked them, and not on the quality of their work. In reply, Kristin politely stated that she would do everything that she could to see that whatever it was he was referring to would have no place in the team she would lead.
The next day, Steven received a phone call from Kristin’s secretary asking that he meet with his new boss later that morning. He had barely entered her office for the meeting when she looked him straight in the eye and said, “I will not tolerate individuals in this organization who are not good team players." She asked for the name of the other people and suppose that maybe he is a part of those that act badly in the enterprise. Steven quickly tried to think of a way to respond.

II – Ethical problem :

The major problem is that if he gives names of the other people to the manager, he