In the book Organizational Behavior: A Practical and Solution-Based Approach an example of this would be the vice president of Chase Bank, Linda Almonte. As a vice president at Chase Bank, Linda Almonte and her team were asked to review more than 20,000 expired credit card accounts before they were sold to another company. “Almonte's team told her that nearly 60% contained some type of serious error, including discrepancies about the amount or whether the court had actually ruled in favor of the bank. Concerned, Almonte worked his way up the chain of command, reporting the errors and encouraging management to stop the sale. Instead the bank fired Almonte and closed the deal. No one would hire her, which ruined her professionally and financially.” (Kinicki & Fugate, 2015) This shows the cost of what can happen to a whistleblower who thought he was doing the right thing for his company. It's really important that people don't underestimate the likelihood and costs of retaliation. Barbara Ettorre wrote in Whistleblowers: Who's the Real Bad Guy? “The sad fact is that in today's supposedly enlightened business world, corporate America continues to treat its whistleblowers badly. The idea persists that it is unfair and irresponsible to criticize one's employer, despite the fact that the company has acted badly." (p.