I don't want to sound like I'm being evasive by saying it goes to the issue of a larger cultural change. I can point to some of the recommendations in the research paper we just released, which I support. They go to changing styles of leadership, styles of communication, creating a different sense of what loyalty means. The preamble of our act specifically says that this act attempts to balance the constitutionally protected right of freedom of expression with the duty of loyalty to the employer, as has been expressed by the Supreme Court in several cases.
The system we have not only for whistle-blowing but also for any disputes or conflicts—and I know this from my own alternative dispute resolution practice—is plugged into a formal system, and the more formal, the longer, the more expensive the system is, the more we see an increased trend toward litigiousness.
One of the ironies, perhaps one of the sad ironies, of getting well known, or better known, through our now 13 case reports is that the people are realizing that maybe they do have some teeth. People are fired. People are resigning during investigations at high levels. This seems to have had the effect of people lawyering up earlier in the process, which is understandable but not necessarily helping to increase access to the justice system, of which we are arguably a part.
With respect to reprisal specifically, and true to my earlier—