 A resolution to such conflicting assessments must address the issue of loyalty’s limits and, in the case of whistle blowing, it must take cognizance of several considerations: (i) Because of the disruption it threatens, the whistle should be blown only as a matter of last resort. (ii) For the same reason the organizational wrongdoing should be sufficiently serious. (iii) The public complaint should be well-grounded—the reasons that support it should be strong enough to be publicly defensible. (iv) A potential whistleblower should consider whether he or she has a special role-related obligation to take some action. Although any member of an organization might have some responsibility for what is done in its name, some members will be better placed to make appropriate assessments of seriousness and may be more responsible for the way in which the organization conducts its activities. (v) Because the purpose of blowing the whistle is to bring about change, the potential for the whistle blowing to be effective ought to be considered. (vi) It is sometimes argued that the act of whistle blowing needs to be appropriately motivated—it must at least be done out of concern for those whose interests are being jeopardized. This last consideration, however, may have more to do with the whistle blower’s praiseworthiness than with the justifiability of blowing the whistle. A morally compromised whistleblower, however, may find his or her credibility undermined and the exposé rendered ineffective.