????在未來(lái)的幾個(gè)月里，沃爾瑪（財(cái)富500強(qiáng)排名第二）很可能會(huì)經(jīng)歷這些在組織危機(jī)中常見的步驟。首先，公司會(huì)很快意識(shí)到問(wèn)題比起最初看起來(lái)的嚴(yán)重得多。這類問(wèn)題的本質(zhì)大多都是如此。然后，沃爾瑪會(huì)發(fā)現(xiàn)這個(gè)世界根本毫無(wú)秘密可言。墨西哥事件的每個(gè)細(xì)節(jié)、如果公司曾經(jīng)掩蓋問(wèn)題，包括這些掩飾行為最終都會(huì)慢慢曝光。第三，沃爾瑪?shù)奈C(jī)處理會(huì)被媒體越描越黑。遭人中傷在這時(shí)候是家常便飯。最后，必須有所“改變”。也就是說(shuō)，有人必須要對(duì)此負(fù)責(zé)，丟掉飯碗。

????首先，發(fā)生這樣的危機(jī)居然本身已經(jīng)是件糟糕透頂?shù)氖隆Ｒ磺性究梢员苊獾模绻譅柆敭?dāng)初能做到一件非常困難卻又非常必要的事情，那就是：相信告密者的話。

????In the months ahead Wal-Mart (No. 2 on the Fortune 500) will very likely experience the steps that characterize virtually every organizational crisis. First, the company will quickly come to see that its problem is actually much worse than it originally appeared. That's the nature of these kinds of things. Wal-Mart will also find that there are no secrets in this world. Every last detail of the Mexico situation -- and of the corporate coverup, if there was one -- will seep out. Third, Wal-Mart's handling of the crisis will be depicted in the press in the worst possible light. Being vilified goes with the territory. Finally, there will be "changes." That is, someone will be fired.

????It's too bad this crisis had to happen in the first place. And it wouldn't have, if Wal-Mart had done a very hard, very necessary thing: taken every whistleblower at his word.