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Many employment questions have simple answers dictated by legal constraints, the rules of the company or institution, or the unwritten but no less compelling imperatives of common sense and honesty. (Sneaky clearly is not familiar with these last two). But an informal poll of workplace experts reveals that no simple, one-size-fits-all answer will solve the "stolen idea" problem.

"The employee will have to weigh several factors: who stole the idea, what are the consequences of this action, how difficult will it be to prove original 'ownership' of the idea," says Deb Keary, Information Center Director at the Society of Human Resources Management (SHRM) in Alexandria, VA. "This is not one of those straightforward issues where a standard set of advice applies to all people or all workplace situations."

In fact, what you choose to do next depends on the circumstances and on your personal workplace goals and strategies. A series of questions can help you puzzle out the next step that will serve you best in the long run.

Is There A Bottom Line?

In many workplace settings, a good idea can translate directly into cold cash. Such awards can range from set amounts of a few hundred dollars to an actual percentage of the money your idea saves the company. Some companies give year-end bonuses as part of employee recognition programs. If you work for the U.S. government, for instance, innovative ideas that are implemented into practice can earn cash awards, grade-level increases, vacation time, or other incentives with tangible worth. If your company is large, these incentives will be outlined clearly in employee handbooks or other distributed material. If your company is small, such rewards may be given on an ad hoc or informal basis. You should be able to find out from supervisors or coworkers whether employees are rewarded for suggestions.

Let's say you find out that your idea has made Sneaky eligible for a $2500 bonus at year's end. That's a significant incentive for Sneaky (who may take this as additional encouragement to filch other ideas) and a powerful reason why you may want to think about strategies to regain credit for your idea. Money, however, is not the only incentive you need to consider.

When the stakes are high…

In scientific settings, innovative ideas may have significant and far-reaching worth. If your work-related idea is a scientific discovery--perhaps a new way to produce pharmaceuticals or a technique for instant film developing--then your company will have clearly defined ownership rights over both your idea and subsequent profits. You may be eligible to appear as an inventor on the patent and to collect a portion of revenues. Rules for ownership of such innovations should be set out in your employee handbook and in the agreements you sign when you begin work. Careful scientific records should prevent situations in which someone else within your company claims your idea as his or her own. Should such a situation arise, you may want to seek outside counsel who can advise you of your rights and prepare you to present your case to the company and, if necessary, to the courts.

How Much Is This Really Costing You?

If your idea is really good and leads to productive changes, then Sneaky may be getting more than a check. Credit for the idea may count toward promotion, better assignments, and that intangible but oh-so-valuable commodity, respect. Sneaky may be on the rise in the workplace hierarchy and owe it all to you.

Now think about what toll this may take emotionally. If your idea is about leave sharing for workers who are ill or a better office mail delivery system, for instance, you may get to hear your colleagues thank Sneaky several times a day. Your idea may be so successful that it gives rise to additional innovations, for all of which Sneaky will get credit. If you thought you were angry to begin with, just wait until you live with it for a few weeks or months.

On The Other Hand, Is This A Battle You Want?

Money, advancement, respect--these all seem like excellent reasons to go to the metaphorical mat with Sneaky. What you need to do now is sit back and take a deep breath and assess your own situation. Was your idea truly unique? Is it within the realm of possibility that someone else might have thought this up independently? Is it possible that the way this idea was presented and implemented might actually cause it to fail and backfire on the person who suggested it?

Can Claiming The Idea As Your Own Actually Cost You?

Sometimes getting credit actually costs you more than it's worth. If no tangible awards are associated with the idea, you may actually want to consider sitting tight--at least for the time being. If the idea was a minor workplace improvement, some supervisors might perceive your efforts to get credit as whining or inappropriate. Even if you have pretty good proof that the idea was yours, you may want to keep this proof in a back pocket and consider whether there may be a more strategic time to use it. Look on the bright side: Sneaky, having profited at least once by dishonesty, is almost certain to do it again and, ultimately, to get caught. You may be holding the proverbial coffin nail when that happens. In the meantime, work on new ideas--and don't discuss them with others before presenting them to supervisors.

If you've decided to protest the theft of your idea, then a few specific strategies can help you do this effectively and in a way that earns you respect without boxing either you or management into untenable positions. Several key bits of advice can guide your actions.

Take It Up The Chain.

Deb Keary reports that the SHRM always suggests the most informal approach possible as the first step toward resolving workplace disputes. "In this situation, we would advise the person to talk to their supervisor," she says, "Unless, of course, the supervisor was the person who took credit for the idea." In that case, the next person up the chain would be a first contact. What about your initial impulse to confront Sneaky directly? A bad idea, say most conflict resolution experts. By taking credit first, Sneaky already has an investment in ownership of the idea. If you make it known that you intend to claim the idea as your own, Sneaky may react by spreading lies about you or, worse, may actually provoke a physical confrontation.

Take The Jack Webb Approach.

Just the facts, ma'am (or sir). If you don't have a poker face, spend a few minutes practicing before you meet with the management person with whom you've chosen to discuss the idea theft. This is no time to show anger, resentment, or tears. Plan what you will say and how you will say it, being careful to present only the facts--no character assessments, conjecture on how or why the idea theft may have occurred, or suggestions about what ought to happen to the person who stole the idea.

Be Prepared.

It's not overly dramatic to prepare for this as you would for a court appearance. Bring the names of witnesses who can supply reliable support for your contention that the idea was yours first. Bring any tangible proof--perhaps a computer file with your notes about the idea, marked with the original file generation date in the "Properties" window. Practice a solid closing argument. After you've stated your case persuasively, tell the manager succinctly and calmly what kind of response you want. This could be as simple as "Please get back to me as soon as possible," or as formal as a written request for formal resolution and notification. Don't expect or demand a decision on the situation at your meeting. You may ask for a timeframe within which you will hear back from the manager. Shake hands when you leave and express confidence in his or her ability to handle this problem with fairness and discretion.

Be Patient.

The issue may be so clear-cut that your manager decides on the spot that you deserve credit. It's more likely that he or she will have to investigate. With the increasing frequency of workplace-related lawsuits, the company's legal staff may want to advise management on how to proceed. This may take time.

If several weeks pass, however, and the matter has not been resolved and it's clear that your supervisor does not want to talk with you about it, you may want to consider another strategy. Many organizations have conflict resolution officers or ombudspersons who are trained to handle problems such as yours. Again, your approach should be strictly matter-of-fact.

Win—Or Lose—Graciously.

Whether you are ultimately commended for your idea or have to watch Sneaky continue to bask in the glow of false credit, you'll need to decide how to react in the workplace. Nobody likes a sore loser, and gloating winners are none too popular, either. Continue to treat Sneaky in a collegial (if distant) manner. Talk about this situation as little as possible with your other colleagues--remember, that's what got you into this difficulty in the first place. Your discretion in this matter will earn you points with management and respect from colleagues.

And The Moral Is…?

Every workplace experience, good or bad, can be turned to your advantage if you take the time to think carefully about what you've learned from it. One way to do this is to make a list of what you did well and what you might have handled differently. Think about the possible results if you had taken a different approach. And don't forget the most important thing: even if someone else claimed credit, you are the person who had the good idea. Don't let one bad experience keep you from coming up with more.

Nan Knight is a freelance science writer and editor whose credits include Smithsonian exhibits, Discovery Channel Web sites, and a wide range of publications on radiation in medicine.

Related Reading: The Bad Guy's (And Gal's) Guide to Office Politics