Justice

A worthy investment in cultural motivation.

When people perceive injustice, how do they react?

I think of times in the school classroom when a teacher sent the wrong person to the principals office (cue laughter), or when the soccer coach made us all run laps because one person was late to practice (cue growns), or how one colleague got away with not submitting their reports while others were publicly scolded (cue many emotions!) 

We may experience anger, uncertainty, frustration, or annoyance when we see injustice in our working environment. But, there is a deeper feeling associated to such occurrances. According to the piece written by Samantha Reis and Brian Martin of the University of Wollongong (The Canadian Journal of Peace and Conflict Studies, Vol. 40, Number 1, 2008), the predominant response to such occurrences is outrage. Referenced to the Backfire Model, this tells us that outrage is the most likely response to perceived injustice (a.k.a Norm Violation) followed by disgust, anger, revulsion or concern. I find this easy to empathise with. What is interesting is what this leads to. Common actions from all or any actors includes:

• Covering up the action - pretending there was no act

• Devaluing the target - diminishing the target of the act

• Reinterpreting the events - justifying an act

• Using official channels to give an appearance of justice - repositioning the act

• Intimidation and bribery - overpowering the act

The model also tells us these five actions inflame outrage rather than diffusing it.

If one of these five actions is what we see in ourselves or our colleagues then it is not going to be a happy place to work. Of course, top talent doesn't tend to last long as working in a team where injustice is occurring often can become unbearable. Injustices upon ourselves are obviously demotivating. But, witnessing a work mate being treated unfairly can be equally as demoralising. 

So what do we do when injustice is witnessed?

Expectation

I love Ray Dalio's words from Principles on accountability: "Distinguish between failure in which someone broke their 'contract' and a failure in which there was no contract to begin with". Dalio is referring to one's ability to ask if a standard or agreement has in fact been breached in the first place. A perceived injustice is exactly that. Firstly, we must check in with facts before making accusations (ie. to hold oneself to accountability). If a clear expectation has not been set then you know what to do. Conversely, if clear behavioural expectations have been set then keeping the other person accountable to this becomes infinitely easier.

Action: Set up what Lynne Cazaly calls a Working Agreement. A simple list of principles all will abide by in a business relationship to maximise the working relationship. Can be done for one-on-one relationships or team environments.

Ethics

Beware of what Simon Sinek calls Ethical Fading (The Infinite Game). A situation where people can act in unethical ways to advance their own interests and is allowed to get away with it. Usually starting with small or inconsequential acts, which left unchecked for long enough tend to breed and become the norm. This is the definition of taking the easy route instead of providing feedback or maintaining accountability within your team.

Action: Make feedback your best friend. A high performing team provides feedback of all kinds many many times a day. If this is difficult for you then invest in learning a technique and practice practice practice.

Exposure

A treatment used by Psychologists to help people overcome anxieties towards their deepest and most confronting fears is Exposure Therapy. A person scared of heights may be gradually exposed to higher and higher places. In a documentary on this topic I once saw a germophobe told to touch a freshly cleaned toilet bowl with their finger and lick it. The idea is to show the person they can experience the source of fear and come out the other side unharmed. We often do not confront injustice because we are afraid of the response from the other person. But, speaking up regularly in respectful and functional ways becomes easier and easier the more we do it.

Action: Start small. When a coffee cup is not washed in the staff kitchen say something. When your best mate at work misses a deadline, politely and casually let them know. Work towards the bigger and tougher situations over time. The key action is to start (and not stop!)

In any team the perception of fairness is a cultural pillar linked to trust and associated happiness, motivation, and performance. The absence of justice directly causes trust issues and almost everything becomes harder once this embeds. Observing for injustices and taking a non-backfire action could motivate you and your team mates more than anything else.