FAIRNESS AND TRUST

This chapter is different from other chapters because it presents TWO dimensions of Ubuntic inclusion Fairness and Trust. Though distinct, to the thousands of employees with whom we interacted in these organizations, fairness and trust were so highly correlated that sometimes respondents discussed them conciurently. 

Figure 9.1 Model of Ubuntic inclusion Fairness and Trust. 2013 Smith, J.-E.G. and Bell Lindsay, Inc.

In order to induce more fairness and trust in the organization, you may consider the following ... 

Model leadership authenticity by sharing your leadership values and beliefs, especially those about fairness and trust. Role model these values and beliefs in your day-to-day actions. Don t promise employees things you may not be able to deliver. Ask for feedback when employees experience inconsistencies... and accept their feedback graciously, without becoming defensive or making excuses. 

So far in this book, we have described the seven dimensions ofwork-place inclusion that were most salient in the voices of thousands of individual contributors and leaders at Big Bank, Big School, and Big Store. Those dimensions were Connection, Intrapersonal Inclusion, Communication, Mentoring and Coaching, Care, Fairness and Trust, and Visibility and Reward. 

In Chapter 9, we shared organizational stakeholders wisdom regarding the myriad ways that Fairness and Trust impacted their experiences of Ubuntic inclusion. This dimension of our model showed up for External Stakeholders with respect to providing Fair access to outsiders and Being trusted by customers. 

Dutyholders should ensure that their executive management provides effective leadership of process safety to develop a positive, open, fair and trusting process safety culture. A review of the characteristics of their leadership and process safety culture should be carried out. The review should ... 

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