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  • Donglegate: Candour Through Social Media

    In 2013, controversy arose over the actions of Adria Richards, a developer-evangelist, in response to remarks she overheard being made by two male attendees at a technology conference. After she reported what she believed to be sexist remarks by posting a photo of the men and a comment on Twitter, the two men were asked to leave the conference session and one was soon fired. A firestorm ensued during which Richards' actions were subjected to scrutiny and the larger question of whether sexism hindered women's participation in the technology industry received a great deal of attention.
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  • Deconstructing Donglegate: Lessons From an HR Fiasco

    PyCon, a developer conference for a computing language community, implemented a code of conduct in response to allegations of sexism and misogyny in the tech community. Later, when a female attendee at a PyCon conference overheard inappropriate sexual jokes, she posted a picture on Twitter of the audience members responsible. One of them was fired from his job and the individual responsible for the tweet — a developer evangelist for an email company — received harassment and death threats, and her company’s website was disabled. The issue divided the tech community and her company fired her soon after. <br><br>“Donglegate” illustrates the need for appropriate mechanisms for reporting wrongdoing, as well as the need for people to feel confident that reporting bad behaviour will get results. When acting as a whistleblower, one must consider the repercussions. In the age of smart phones, expectations about privacy should be re-conceptualized to protect reputations and data. The authors provide three steps to achieve this: 1) Leaders need to develop guidelines for internal stakeholders about how and when information is shared. 2) Because it is almost impossible to control all potential exposures, leaders should be proactive and ensure that they have less to hide. 3) It is essential to plan for the times when, despite all efforts, negative information gets released.
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  • Leadership at Research in Motion

    Two people with opposing skills – business management and marketing on the one hand and technological know-how on the other – are joint chief executive officers of a market-leading smartphone manufacturer. Their leadership styles, decision-making and relationship with each other are paramount from the company’s inception, through its rise, its response to mounting competition and the period of declining performance that followed. Conflicting points of view provide the basis for debate about what led to the company’s decline and to what extent top management leadership (versus insurmountable market forces) was responsible for its loss of market share and brand loyalty.
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