Whistleblowing and Moral Injury: From Personal Leadership to Institutional Leadership
| Thursday, May 21, 2026 |
| 5:05 PM - 5:06 PM |
Speaker
Ms Naomi Halpern
Director
Delphi Training And Consulting
Whistleblowing and Moral Injury: From Personal Leadership to Institutional Leadership
Abstract Document
Moral Injury (MI) gained greater recognition in September 2025 when the American Psychiatric Association included it into DMS-5-TR under the Z-codes. Z-codes may not be mental health diagnoses per se, but the conditions they cover are deemed clinically significant and may be used instead of, or in addition to, a diagnosis to provide context and factors contributing to an individual’s mental health.
Underlying MI is the theme of “betrayal”. Three key elements exist:
1. Deeply held standard of “right” and/or “wrong” (be it ethical, moral, religious, spiritual, cultural or social);
2. Standard violation (by actions, or lack thereof, by themself or others);
3. Betrayal scar (manifesting as physical, psychological, social and/or existential dissonance or distress).
While sharing features, and often coexisting, with Posttraumatic Stress Disorder (PTSD), in MI:
1. extreme inciting events are discretionary (cf. PTSD DSM-5-TR Criterion A);
2. manifestations are intrinsically-situated (e.g. guilt, shame, self-condemnation) rather than extrinsically-situated (e.g. flashbacks, stimuli avoidance) per se; and
3. the existential conflict is in identity (sense of self) rather than safety (security, threats).
The Human Rights Law Centre Whistleblower Project found whistleblowers commonly experience retaliation for their disclosure and exposure of bad conduct. While PTSD is commonly diagnosed in whistleblowers for their personal leadership, MI is likely to coexist or be more apt.
The recognition of MI impacts on organisations’ responsibilities, obligations and focus on Work Health and Safety (Psychosocial Risks). Specifically, to identify psychosocial risks associated with unethical conduct and implementing appropriate measures to manage exposure of those under their charge to those risks.
This paper explores betrayal trauma, DARVO (Deny, Attack, Reverse Victim and Offender), and institutional betrayal as a conceptual framework surrounding whistleblowing and MI.
Organisations can implement as part of their legislative obligations and institutional leadership a proposed ‘institutional courage’ via:
1. Cultural Embedding:
a. Organisation for societal good;
b. Beyond compliance;
c. Educated Leadership;
d. Accountability and acknowledgement;
e. Embracing disclosers and disclosures;
f. Proper resourcing
2. Process Reorganisation
a. Transparency;
b. Power structure - checks and balances;
c. Trauma-informed;
d. Regular anonymous surveys;
e. Regular self-appraisal;
Underlying MI is the theme of “betrayal”. Three key elements exist:
1. Deeply held standard of “right” and/or “wrong” (be it ethical, moral, religious, spiritual, cultural or social);
2. Standard violation (by actions, or lack thereof, by themself or others);
3. Betrayal scar (manifesting as physical, psychological, social and/or existential dissonance or distress).
While sharing features, and often coexisting, with Posttraumatic Stress Disorder (PTSD), in MI:
1. extreme inciting events are discretionary (cf. PTSD DSM-5-TR Criterion A);
2. manifestations are intrinsically-situated (e.g. guilt, shame, self-condemnation) rather than extrinsically-situated (e.g. flashbacks, stimuli avoidance) per se; and
3. the existential conflict is in identity (sense of self) rather than safety (security, threats).
The Human Rights Law Centre Whistleblower Project found whistleblowers commonly experience retaliation for their disclosure and exposure of bad conduct. While PTSD is commonly diagnosed in whistleblowers for their personal leadership, MI is likely to coexist or be more apt.
The recognition of MI impacts on organisations’ responsibilities, obligations and focus on Work Health and Safety (Psychosocial Risks). Specifically, to identify psychosocial risks associated with unethical conduct and implementing appropriate measures to manage exposure of those under their charge to those risks.
This paper explores betrayal trauma, DARVO (Deny, Attack, Reverse Victim and Offender), and institutional betrayal as a conceptual framework surrounding whistleblowing and MI.
Organisations can implement as part of their legislative obligations and institutional leadership a proposed ‘institutional courage’ via:
1. Cultural Embedding:
a. Organisation for societal good;
b. Beyond compliance;
c. Educated Leadership;
d. Accountability and acknowledgement;
e. Embracing disclosers and disclosures;
f. Proper resourcing
2. Process Reorganisation
a. Transparency;
b. Power structure - checks and balances;
c. Trauma-informed;
d. Regular anonymous surveys;
e. Regular self-appraisal;
Biography
Naomi qualified as a social worker in the UK. She holds a Grad. Cert. Human Rights (Curtin University) and is a certified QPR trainer.
Over 30 years she provided therapy for adults with childhood trauma, institutional abuse, religious/spiritual abuse and victims of financial misconduct. She has expertise in dissociative disorders, provides clinical consultation for complex trauma, vicarious trauma and team support.
Naomi is a consultant and trainer to law firms and the United Nations, recently developing a suicide prevention training for UN Safety and Security Services in New York, and UNESCO, Paris, and trauma informed training for the Office of the Special Coordinator on improving the UN’s response to Sexual Exploitation and Abuse, the Ombudsman and Ethics Units, Human Resources and Services Department.
She presents nationally and internationally on treatment for trauma, suicide prevention, vicarious trauma and workplace wellbeing.
She is a Fellow of the International Society for the Study of Trauma and Dissociation (2017) and recipient of the ISSTD Distinguished Achievement Award, (2022).
Naomi is co-author with Dr Colin Ross, (2009) 'Trauma Model Therapy: A Treatment Approach for Trauma, Dissociation and Complex Comorbidity', Manitou Communications Inc.
