Silent Heroes in Governance - I Wish They Would Not Waiver

Author : Jaime Menor Jr.

Disclaimer:

The information on Tacit Risk Blog is meant merely as a general reference and is not meant to take the place of expert counsel or services. Even though we try to provide insightful information on risk management, every case is different and sometimes calls for the knowledge of a trained specialist.

You understand that using this website entails using the information at your own risk. To address your unique risk concerns, we strongly advise you to speak with a specialist. This website's writers and creators disclaim all responsibility for any choices or actions made in response to the information on the site. 

I Wish They Would Not Waiver (Silent Heroes in Governance)

In every organization, certain individuals shine quietly, making decisions and taking actions that lead to prosperity. I wish they would not waiver; I wish the steadfastness of my three bosses, whom I will not name here, would receive the acknowledgment it truly deserves. These silent heroes embody the qualities often criticized by those who don’t benefit from their decisions. Yet, these very decisions form the bedrock of our organization's success. As articulated in this blog, the unarticulated knowledge that they possess serves as a critical foundation for effective decision-making, showcasing the importance of tacit knowledge in governance.

The Importance of Tacit Knowledge

Tacit knowledge, often contrasted with explicit knowledge, encompasses the insights and skills that individuals acquire through personal experiences rather than formal training. In government settings, this knowledge can be invaluable, providing insights into complex processes, historical contexts, and nuanced interactions that are rarely documented. The importance of this type of knowledge cannot be overstated; it holds the potential to inform policy implementation, improve service delivery, and enhance overall operational efficiency.

Consider a seasoned government employee who has navigated the intricacies of public service for decades. They carry not just memories of past projects but a deep understanding of the community they serve, the political landscape, and the unspoken rules of engagement. These insights are often more effective than written manuals or training sessions. Thus, recognizing and harnessing tacit knowledge is paramount for successful governance.

The Role of Experienced Individuals

The experience of long-serving employees is invaluable. Their insights, often drawn from a well of tacit knowledge, can lead to more effective policy implementation and enhanced decision-making. However, these insights can be overlooked or dismissed by those who do not understand the depth of knowledge these individuals possess. The very nature of their work means that they often remain in the shadows, quietly making impactful decisions while critics focus on the surface-level outcomes without acknowledging the underlying wisdom.

We must cultivate an environment that celebrates this silent strength. By valuing the contributions of experienced individuals, we can harness their tacit knowledge to build a stronger organization.

Fostering Open Communication

To truly benefit from tacit knowledge, we must foster a culture of open communication. Employees should feel empowered to share their insights and experiences without fear of retribution or criticism. This cultural shift is crucial; it allows for the flow of unarticulated knowledge that can lead to informed decision-making.

Encouraging storytelling is one effective way to promote this open communication. When employees share their experiences, they distill complex information into relatable narratives, making it easier for others to learn and understand.

The Power of Mentoring

Mentoring programs can also serve as a structured avenue for transferring tacit knowledge from experienced individuals to those with less experience. When seasoned employees take on mentoring roles, they share their insights, problem-solving approaches, and lessons learned, ensuring that their knowledge is not lost when they leave the organization.

Communities of Practice

Establishing communities of practice within the organization can further enhance knowledge sharing. These communities provide a platform for employees with shared roles or interests to exchange ideas, discuss challenges, and collaborate on solutions. Through these interactions, tacit knowledge can flow naturally, enriching the entire organization.

Recognizing the Cost-Benefit Analysis

While the journey to harness tacit knowledge may come with initial costs—time investments, cultural shifts, and resource allocations—the long-term benefits far outweigh these expenditures. The informed decision-making that emerges from leveraging tacit knowledge leads to risk mitigation, enhanced policy outcomes, and improved organizational performance.

Failure Mode and Effects Analysis (FMEA) 

Silent Heroes in Governance involves identifying potential failures in recognizing tacit knowledge and the contributions of experienced individuals within an organization.

Process Step	Potential Failure Mode	Potential Effects of Failure	Severity (1-10)	Potential Causes	Occurrence (1-10)	Current Controls	Detection (1-10)	Risk Priority Number (RPN)	Recommended Actions
Recognizing Tacit Knowledge	Overlooking contributions of experienced staff	Loss of valuable insights; poor decision-making	8	Lack of awareness; cultural bias against older staff	6	Annual performance reviews; team feedback sessions	5	240	Implement a recognition program for experienced employees.
Sharing Insights	Employees hesitate to share their knowledge	Knowledge gaps; duplication of efforts	7	Fear of criticism; lack of communication culture	5	Informal team meetings; occasional workshops	4	140	Foster an open communication culture; encourage storytelling.
Mentoring Programs	Ineffective transfer of tacit knowledge	Loss of critical skills; inexperienced workforce	9	Poor program structure; lack of mentorship training	4	Existing mentoring programs; peer mentoring initiatives	6	216	Develop structured mentoring programs with clear objectives.
Communities of Practice	Low participation in knowledge-sharing initiatives	Stagnation of knowledge; missed collaboration	6	Lack of incentive; unclear benefits	5	Informal gatherings; occasional brainstorming sessions	5	150	Promote communities of practice with incentives and clear goals.
Acknowledging Contributions	Failure to recognize silent heroes in governance	Decreased morale; increased turnover	8	Organizational culture; lack of formal recognition	7	Recognition at meetings; awards for contributions	4	224	Establish a formal recognition program for silent heroes.

Explanation of the FMEA Table

• Process Step: This column identifies the various steps or areas where tacit knowledge and its recognition can be affected.
• Potential Failure Mode: This describes how the process can fail, such as overlooking contributions or failing to share knowledge.
• Potential Effects of Failure: The consequences of these failures, which can impact organizational effectiveness and employee morale.
• Severity: This rating (on a scale from 1 to 10) indicates how severe the effects of the failure could be.
• Potential Causes: This outlines the underlying reasons for the failures, such as a lack of communication or fear of criticism.
• Occurrence: This rating indicates how frequently the failure might occur, also on a scale from 1 to 10.
• Current Controls: The measures already in place to mitigate the risk of failure.
• Detection: This rating assesses how likely it is that the failure will be detected before it impacts the organization.
• Risk Priority Number (RPN): Calculated as Severity × Occurrence × Detection, this number helps prioritize which failures need attention.
• Recommended Actions: Suggestions for improving processes and mitigating risks associated with the failure modes identified.

This FMEA table can guide organization in promoting the recognition and utilization of tacit knowledge within their organization, ultimately leading to enhanced decision-making and governance.

Conclusion

As I reflect on the unwaivering dedication of my three bosses, I recognize their silent yet profound impact on our organization. Their embodiment of tacit knowledge stands as a testament to the importance of valuing experience and insights that often go unnoticed. By fostering a culture of open communication, storytelling, mentoring, and communities of practice, we can ensure that this unarticulated knowledge becomes a cornerstone of effective governance.

Let us not waver in our acknowledgment of those who serve quietly but powerfully, for it is their knowledge and experience that pave the way for our collective success.

The Relationship Between Burnout, Dissatisfaction at Work, and Negative Behaviors Such as Gossip, Criticism, and a Sense of Superiority

Author : Jaime Menor Jr.

Disclaimer:

The information on Tacit Risk Blog is meant merely as a general reference and is not meant to take the place of expert counsel or services. Even though we try to provide insightful information on risk management, every case is different and sometimes calls for the knowledge of a trained specialist.

You understand that using this website entails using the information at your own risk. To address your unique risk concerns, we strongly advise you to speak with a specialist. This website's writers and creators disclaim all responsibility for any choices or actions made in response to the information on the site. 

Introduction

Seeing colleagues struggling with job dissatisfaction, overburdened by roles other than their own, I realize we must see both burnout and dissatisfaction in a wider context. These behaviors result from burnout and job dissatisfaction: gossiping, cruel criticism and a superior air. Left untouched such problems undermine trust and breed division, harming the well-being of individuals and the solidarity that holds a group together.

Burnout and Job Dissatisfaction

Burnout is a chronic state of physical and emotional exhaustion, typically triggered by prolonged workplace stress. Job dissatisfaction, on the other hand, arises from a deep sense of frustration when one’s job no longer aligns with personal expectations, values, or sense of purpose. These two forces can intertwine, creating a cycle of negativity that affects both the individual and those around them.

Common symptoms of burnout and job dissatisfaction include:

A noticeable decline in productivity and motivation

Emotional detachment or apathy toward work

A loss of purpose or fulfillment in one’s role

Irritability and increased sensitivity to criticism

When these symptoms are ignored, they often manifest in unhealthy coping mechanisms, including gossip, harsh criticism, and a sense of superiority.

Gossiping, Criticism, and a Sense of Superiority

Burnout and dissatisfaction often cause individuals to project their frustrations outward. One common outlet is gossip, which involves speaking negatively about others behind their backs. Gossiping is particularly destructive as it spreads misinformation, exaggerates faults, and fuels division and mistrust within the workplace or community.

Similarly, criticism, especially when excessive or unfounded, becomes a tool to express dissatisfaction. Those suffering from burnout may focus on others' perceived shortcomings to divert attention from their own struggles. In turn, they become overly judgmental and less empathetic.

Lastly, a sense of superiority can develop when individuals, in an effort to assert control over their environment, begin to look down on others. They judge those who fail to meet their personal standards, forgetting the values of humility and compassion that are especially vital in faith-based and team-oriented settings.

Speaking Negatively About Others' Faith Practices or Beliefs:

In faith communities, burnout and dissatisfaction can skew one's sense of spiritual and moral righteousness. Individuals may begin to criticize others' faith practices or beliefs, convinced they have the right to judge those who don't measure up to their own standards. This mentality reflects a deeper issue: burnout and dissatisfaction cloud judgment, reducing one's capacity for compassion and understanding. Instead of fostering an inclusive and supportive environment, people focus on perceived faults in others, creating unnecessary division.

Implications of Negative Behaviors:

Lack of Compassion and Understanding: The focus on gossip and criticism distances individuals from their communities and spiritual beliefs. This mindset detracts from core values such as empathy, compassion, and acceptance.

Toxic Environment: In both workplaces and faith communities, these behaviors create a toxic atmosphere. Individuals become preoccupied with finding faults in others rather than offering support, encouragement, and solutions. Over time, this fosters isolation, erodes trust, and damages relationships.

Spiritual and Emotional Distance: Criticizing others’ faith practices or beliefs, rather than encouraging mutual respect, can create emotional and spiritual distance. This distance alienates individuals from their communities, their sense of purpose, and their relationship with God, further compounding feelings of dissatisfaction.

Conclusion: The relationship between burnout, job dissatisfaction, and negative behaviors such as gossiping, criticism, and a sense of superiority is deeply interconnected and cyclical. These behaviors often stem from unresolved feelings of stress, frustration, and discontent. Left unchecked, they can lead to further isolation and division within communities and workplaces. Addressing burnout and dissatisfaction requires a proactive approach—self-awareness, open communication, and fostering positive behaviors such as empathy, humility, and encouragement.

By recognizing the harmful effects of gossip, criticism, and superiority, individuals and communities can create a more supportive, compassionate environment where everyone feels valued and respected.

Recommendations:

Promote Open Dialogue: Encourage individuals to express feelings of dissatisfaction or burnout in healthy, constructive ways. Providing channels for open communication can prevent frustrations from manifesting in negative behaviors.

Foster Empathy and Compassion: Remind employees and community members of the importance of empathy, particularly during challenging times. Compassion can help mitigate the negative effects of burnout and dissatisfaction.

Create a Positive Environment: Cultivate a culture that prioritizes support, encouragement, and collective growth rather than focusing on criticism or perceived shortcomings. This will foster stronger relationships and a healthier, more productive environment.

By addressing the root causes of burnout and dissatisfaction, we can mitigate the likelihood of negative behaviors and cultivate a more harmonious, empathetic community.

 Here’s an FMEA (Failure Modes and Effects Analysis) table for the topic, “The Relationship Between Burnout, Job Dissatisfaction, and Negative Behaviors Such as Gossiping, Criticism, and a Sense of Superiority.”

Item	Potential Failure Mode	Potential Cause(s) / Mechanism	Mission Phase	Local Effects of Failure	Next Higher Level Effect	System-Level End Effect	(P) Probability (Estimate)	(S) Severity	(D) Detection (Indications to Operator, Maintainer)	Detection Dormancy Period	Risk Level P*S (+D)	Actions for Further Investigation / Evidence	Mitigation / Requirements
1. Burnout	Decline in Productivity and Motivation	Chronic Stress, Overwork, Lack of Recognition	Workplace Activity	Decreased work performance	Low morale, Reduced team productivity	Organizational failure to meet goals	4	4	Reduced output, Poor engagement	2 months	16 (+3)	Assess workload, Conduct surveys on employee well-being	Implement employee assistance programs, encourage work-life balance
2. Job Dissatisfaction	Emotional Detachment from Work	Misalignment of Role with Values, Lack of Purpose	Daily Tasks	Emotional withdrawal, Lack of involvement	Decrease in team collaboration	Breakdown of workplace cohesion	3	4	Low engagement, Missed deadlines	3 months	12 (+2)	Conduct exit interviews, Survey on job satisfaction	Career development planning, Role clarification
3. Gossiping	Negative Communication About Others	Frustration, Lack of Emotional Outlet, Perceived Unfairness	Informal Communication	Spread of misinformation, Erosion of trust	Workplace division	Toxic workplace culture	4	5	Complaints from employees, Lower trust levels	1-2 weeks	20 (+3)	Monitor informal communication channels	Promote open dialogue, Conflict resolution training
4. Excessive Criticism	Harsh or Unfounded Criticism	Projection of Frustration, Burnout	Team Collaboration	Tension among colleagues, Reduced cooperation	Decreased teamwork, Increased conflict	Lower overall team productivity	3	4	Frequent conflicts, Drop in team performance	1 month	12 (+3)	Monitor feedback patterns, Investigate sources of criticism	Implement positive feedback mechanisms, Offer stress management resources
5. Sense of Superiority	Dismissal of Others’ Opinions	Insecurity, Desire for Control, Burnout	Group Discussions, Decision Making	Disrespect for team members, Alienation	Reduced innovation, Less teamwork	Reduced effectiveness of group decision-making	3	5	Conflict during meetings, Decline in team morale	2 months	15 (+2)	Monitor team dynamics during meetings	Provide leadership training focused on humility, Foster a collaborative culture
6. Speaking Negatively About Others' Faith Practices	Criticism of Faith Practices	Spiritual Burnout, Judgmental Attitudes	Faith Community Engagement	Spiritual alienation, Creation of divisions	Erosion of community cohesion	Breakdown of community support systems	2	4	Decrease in community participation, Increase in disputes	3 months	8 (+2)	Gather feedback from community members	Promote mutual respect and understanding of different faith practices
7. Lack of Compassion	Emotional Distance	Emotional Exhaustion, Burnout	Workplace and Faith Community Interaction	Lack of empathy in communication	Weak relationships within the team or community	Loss of trust, Decreased collaboration	3	5	Feedback from affected individuals	2 months	15 (+3)	Evaluate team or community relations	Provide training on emotional intelligence and empathy
8. Toxic Environment	Breakdown of Trust and Collaboration	Accumulation of Negative Behaviors	Daily Workplace or Community Interactions	Isolation, Fragmentation	Increased turnover, Loss of motivation	System-wide decrease in productivity and morale	4	5	High turnover rate, Increased complaints	3 months	20 (+4)	Conduct surveys on workplace culture, Monitor turnover trends	Implement team-building activities, Provide mental health support

Key Actions for Further Investigation:

1. Assess Workload and Employee Well-being: Regularly monitor workloads to ensure they are manageable, and provide mental health support to mitigate burnout. Employee surveys should be conducted to gain insight into dissatisfaction levels.

2. Role Clarification and Career Development: Employees should be given clear roles aligned with their skills and values. Career development and job fulfillment programs should be put in place to help mitigate job dissatisfaction.

3. Open Dialogue and Feedback Mechanisms: Promote an open environment for constructive feedback and discussions, reducing the likelihood of gossip and harsh criticism. This can be facilitated through regular check-ins and team meetings.

4. Leadership Training on Empathy: Provide training for leaders and team members on empathy, emotional intelligence, and how to foster a positive and inclusive work environment.

5. Spiritual Community Building: In faith-based communities, ensure regular reminders of shared values, and promote mutual respect and understanding to avoid divisions related to faith practices.

Mitigation and Requirements:

1. Employee Assistance Programs (EAPs): EAPs offering counseling, stress management resources, and work-life balance strategies can help address the underlying causes of burnout and job dissatisfaction.

2. Conflict Resolution Training: Provide employees with tools and strategies for handling conflict constructively, reducing the likelihood of gossiping and criticism spiraling into toxic behavior.

3. Leadership Development: Equip managers and team leaders with training in humility and emotional intelligence, fostering a leadership style that mitigates the risk of superiority complexes and judgmental attitudes.

4. Team-building Activities: Regular team-building exercises focused on trust, collaboration, and mutual respect can rebuild fractured relationships and foster a more inclusive and productive work environment.

By focusing on these actions and developing a proactive approach to burnout and dissatisfaction, organizations and communities can improve individual well-being and group cohesion, reducing negative behaviors such as gossip, harsh criticism, and superiority while fostering a supportive, empathetic environment.

A tacit risk in this context is the potential for unaddressed burnout and job dissatisfaction to covertly foster toxic behavior like gossip and criticism, which may erode workplace culture. This risk remains hidden because individuals might not outwardly express their frustration, yet it silently builds resentment and fuels negative interactions. Over time, this erodes trust, damages team cohesion, and undermines organizational effectiveness. Leaders may miss these subtle cues until they manifest as overt issues, making early intervention and open communication critical to prevent the tacit risk from escalating into a toxic work environment.

Disclaimer:

The information on Tacit Risk Blog is meant merely as a general reference and is not meant to take the place of expert counsel or services. Even though we try to provide insightful information on risk management, every case is different and sometimes calls for the knowledge of a trained specialist.

You understand that using this website entails using the information at your own risk. To address your unique risk concerns, we strongly advise you to speak with a specialist. This website's writers and creators disclaim all responsibility for any choices or actions made in response to the information on the site.

Policy on Social Media Posting Detrimental to the Agency's Image: Risks and Opportunities

Author : Jaime Menor Jr.

Disclaimer:

The information on Tacit Risk Blog is meant merely as a general reference and is not meant to take the place of expert counsel or services. Even though we try to provide insightful information on risk management, every case is different and sometimes calls for the knowledge of a trained specialist.

You understand that using this website entails using the information at your own risk. To address your unique risk concerns, we strongly advise you to speak with a specialist. This website's writers and creators disclaim all responsibility for any choices or actions made in response to the information on the site. 

Policy on Social Media Posting Detrimental to the Agency's Image- Risks and Opportunities

At the dawn of the information age, social media is revolutionizing how information is constructed, disseminated and received. While this opens up huge opportunities for government departments to get their message across, it also presents risks especially when posts by civil servants discredit the public’s faith in them. Within the Philippine government context, adherence to ethical norms set out in Republic Act (RA) 6713 where the Code of Conduct and Ethical Standards for Public Officials and Employees is spelled out is vital in keeping public confidence Afloat. This paper will explore the importance of using social media responsibly for government agencies, pointing out that there are two aspects to both the dangers and chances afforded through online behavior.

Social Media Conduct and RA 6713

RA 6713, particularly Section 4, highlights the need for public servants to be responsible, efficient, competent, and loyal. These values are not confined just within the physical workplace but extend to digital arenas too - especially in social media where what an employee does is seen by everyone and often gone over with a fine toothcomb. Government employees are expected to live their lives in a way that upholds these principles, whether online, with or without technology.

Public officials have a good chance to interact with citizens, further government transparency and create relationships directly on social media platforms like Facebook or Twitter. However because of this openness a single thoughtless post can lead to an agency's reputation being blackened with blackest ink swiftly flourish very soon, and as a result the public turns against government or misinterprets what government policies or actions actually mean

Risks: Negative Impact on Agency Image

The primary risk of irresponsible social media use by government employees is damage to the agency’s image. Inappropriate posts, such as derogatory comments about government policies or fellow employees, sharing sensitive or confidential information, or engaging in partisan politics, can have a direct and detrimental effect on public perception.

In the Philippines, where public trust in institutions is critical, social media mishaps can escalate quickly, leading to issues such as:

• Loss of credibility: Government agencies must operate with transparency and professionalism. When employees post content that contradicts these values, it damages the agency's credibility, eroding public trust.
• Spread of misinformation: A single misleading post by a government employee can fuel the spread of misinformation, leading to confusion and mistrust among the public.
• Legal and ethical violations: Posting confidential or unauthorized information can lead to legal repercussions and violations of RA 6713, which stresses accountability and transparency in public service.

These risks highlight the need for clear policies and guidelines that govern social media conduct within government agencies. A well-defined social media policy ensures that employees are aware of the boundaries between personal opinions and their professional roles and how their actions reflect on the agency they serve.

Opportunities: Building Trust and Engagement

While the risks are apparent, there are also significant opportunities in social media use by government employees. When utilized correctly, social media can serve as a platform for fostering trust, promoting transparency, and engaging the public in meaningful ways.

• Promoting transparency: Agencies can use social media to showcase their commitment to public service by regularly updating the public on programs, projects, and policies. This openness helps build trust, as citizens feel more informed about government activities.
• Fostering engagement: Responsible social media use allows employees to interact directly with the public, addressing concerns, answering questions, and clarifying policies. This engagement humanizes government agencies and helps bridge the gap between public officials and citizens.
• Showcasing integrity: By adhering to ethical standards and being mindful of the content shared, employees can demonstrate the agency’s commitment to integrity, responsibility, and efficiency. Posts that reflect these values reinforce the agency’s image as an institution of honor and professionalism.

Addressing Risks through Policy and Coaching

To mitigate the risks associated with social media, government agencies must develop robust policies that outline expected behavior and provide clear consequences for violations. A policy aligned with RA 6713 should emphasize the responsibility of employees to conduct themselves with integrity in the digital space.

A coaching process, as recommended by the Civil Service Commission (CSC), can be implemented to correct inappropriate behavior before resorting to disciplinary measures. This process allows employees to learn from their mistakes and realign their actions with the values enshrined in RA 6713. The three-step process—initial coaching, written warnings, and formal disciplinary action—ensures a fair and progressive approach to handling violations.

The Role of Penalties and Accountability

Penalties are necessary to reinforce the importance of ethical behavior in social media use. For first-time offenders, a written warning coupled with a mandatory Social Media Ethics training is appropriate to educate and prevent future issues. For repeated violations, suspension or termination should be considered, ensuring that public servants are held accountable for actions that could tarnish the agency’s reputation. These penalties are in line with RA 6713, which calls for accountability and upholding the public interest in all dealings.

Conclusion: Upholding the Values of RA 6713

Every employee in the Philippine government needs to use social media responsibly. This is fundamental to maintaining public trust and confidence. As the law outlines our duty to uphold responsibility, integrity, service, and efficiency (Section 1, Article III), there can be no compromise. Online, we must stand accountable to the public and support one another. Government agencies must proactively address the risks and seize the opportunities of social media, helping to avoid negative public opinion and promote transparency.

In conclusion, a well-enforced social media policy—implemented through public servant training, performance evaluations, and compliance with the requirements of RA 6713—ensures that public servants contribute positively to digital discourse without tarnishing their organization’s reputation. A public servant does not only represent their department; they embody the ethics and tradition of public service. Therefore, their conduct in cyberspace should be just as impeccable as in the physical world, bearing witness to the kind of people we truly are.

Disclaimer:

The following policy on social media usage is provided as a sample and serves for informational purposes only. It is designed to guide employees of government agencies on the responsible and ethical use of social media, in alignment with Republic Act No. 6713 (Code of Conduct and Ethical Standards for Public Officials and Employees). This policy is not intended to replace or override any existing laws, regulations, or internal guidelines set by specific government agencies.

Each government organization may adapt or modify this sample policy to meet its unique operational needs, culture, and legal requirements. Employees are strongly encouraged to consult with their respective Human Resources or Legal Departments to ensure compliance with all relevant policies, laws, and regulations governing their conduct on social media.

This document does not constitute legal advice, and the creators or distributors of this policy are not liable for any misuse or misinterpretation. All users of this policy should independently verify its applicability to their specific agency or situation.

Failure Mode and Effects Analysis (FMEA) table for the Policy on Social Media Posting Detrimental to the Agency's Image:

Author : Jaime Menor Jr.

Disclaimer:

The information on Tacit Risk Blog is meant merely as a general reference and is not meant to take the place of expert counsel or services. Even though we try to provide insightful information on risk management, every case is different and sometimes calls for the knowledge of a trained specialist.

You understand that using this website entails using the information at your own risk. To address your unique risk concerns, we strongly advise you to speak with a specialist. This website's writers and creators disclaim all responsibility for any choices or actions made in response to the information on the site. 

 Here’s a concise Failure Mode and Effects Analysis (FMEA) table for the Policy on Social Media Posting Detrimental to the Agency's Image:

Item	Potential Failure Mode	Potential Cause(s) / Mechanism	Mission Phase	Local Effects of Failure	Next Higher Level Effect	System-Level End Effect	(P) Probability (Estimate)	(S) Severity	(D) Detection (Indications to Operator, Maintainer)	Detection Dormancy Period	Risk Level P*S (+D)	Actions for Further Investigation / Evidence	Mitigation / Requirements
1. Employees post harmful content	Post content that defames the agency	Lack of awareness of policy; personal disputes	Operational	Reputation damage	Public backlash; legal action	Loss of trust from stakeholders	4	5	Public complaints, media coverage	Immediate	20 + 2	Review of social media posts; Implement stricter monitoring mechanisms	Regular awareness campaigns, mandatory social media ethics training
2. Inappropriate political views	Publicly endorsing political candidates	Misunderstanding of neutrality rules	Election period	Bias perception from public	Politicization of the agency	Loss of credibility in public service	3	4	User comments, public response	Immediate	12 + 2	Collect employee feedback on political neutrality rules	Revise guidelines and enhance internal training on political neutrality
3. Sharing confidential agency information	Accidental leak of sensitive data	Poor understanding of data classification	Operational	Breach of security protocols	Information compromise	Legal penalties, loss of competitive advantage	2	5	IT department audit, public or media reports	Days to weeks	10 + 3	Conduct internal audits on data shared; test employee knowledge regularly	Confidentiality refresher courses; strict internal review before posting
4. Lack of policy enforcement	Inconsistent application of penalties	Poor communication of guidelines	Operational	Unequal treatment	Decline in employee morale	Perception of favoritism	3	3	Employee feedback, case reviews	Weeks	9 + 2	Track case reports and responses across departments	Standardize punishment, establish audit processes for policy enforcement
5. Failure to detect policy violations early	Delayed response to violations	Weak monitoring system for social media posts	Operational	Late intervention	Worsening public perception	Escalated reputational damage	4	4	Media coverage, stakeholder feedback	Immediate to days	16 + 2	Invest in automated social media monitoring tools	Real-time monitoring solutions, reporting mechanisms
6. Misinterpretation of the policy	Employees misunderstand guidelines	Ambiguous language in policy	Pre-operational (Policy intro)	Non-compliance	Increased violations	Erosion of public trust	3	3	Employee inquiries, internal confusion	Days to weeks	9 + 1	Conduct surveys to assess employee understanding of policy	Clearer policy wording, ensure easy access and regular dissemination
7. Personal social media affecting agency	Posting negative comments on personal accounts	Lack of distinction between personal and professional accounts	Operational	Perceived agency endorsement	Blurring of personal vs professional conduct	Reputation loss	3	4	Review of posts upon incident reports	Days to weeks	12 + 2	Monitor public posts and provide training on differentiating personal/professional content	Clarify boundaries between personal and professional social media conduct

Key Points:

• (P) Probability (Estimate): 1 (Low) to 5 (High)
• (S) Severity: 1 (Low impact) to 5 (High impact)
• (D) Detection: How easy it is to detect the issue (lower values mean harder to detect, 1–3 scale)
• Risk Level (P*S): Probability multiplied by severity (with detection factored in where needed)

Action Items:

• Regular audits, surveys, and employee feedback should be used to continually assess the effectiveness of the policy.
• Training sessions to reinforce the importance of responsible social media use.
• Implementation of automated monitoring tools for real-time tracking of potential violations.