Fourthly, Enron tried to keep quiet for those people involved. Employees were discouraged from expressing doubts about the financial condition of the company as well as decisions made by the executives. In these years when it committed fraud in its financial statement, Enron hurt both people inside and outside of Enron, who doubted Enron’s financial conditions. For example, John Olson got fired because he suggested his client not to invest money in Enron since he doubted of Enron cash flow and the ability of making money. Another example was that Clayton Verdon (former staff of Enron), was fired in November 2001 because he posted his comments about “overstating profits” in an employee chat room (Jennings, 2009, p. 291). Therefore, there were lots of pressure from Enron to staff to express their true opinions about company financial status. Employees had to secure their jobs first and ignored unethical things or illegal things happened in company, even they knew it was not right.
This pressure created a good environment to Enron’s scandal. At Enron, both executives and most of employees behaved unethically when they encountered conflicts of interests. They were greedy and self-interested.