{"id":1687,"date":"2013-04-25T10:00:57","date_gmt":"2013-04-25T17:00:57","guid":{"rendered":"https:\/\/berkonomics.com\/?p=1687"},"modified":"2013-04-28T19:13:51","modified_gmt":"2013-04-29T02:13:51","slug":"the-fairness-doctrine-2","status":"publish","type":"post","link":"https:\/\/berkonomics.com\/?p=1687","title":{"rendered":"The FAIRNESS doctrine."},"content":{"rendered":"

Reduce the emotion; reduce the threat of lawsuit.<\/i><\/strong><\/p>\n

You\u2019ve certainly experienced the angry outburst from an associate or employee who has just learned of an event that the person took as \u201cunfair,\u201d no matter how rational the explanation by the decision maker.<\/p>\n

Most emotional responses to decisions in business are generated not because the person making the response feels the decision was unwise, but rather unfair.<\/p>\n

So I\u2019ve created the \u201cFairness Doctrine,\u201d as a stated element in the cultural fabric of businesses where I am involved.\u00a0 Simply stated, a decision or action that affects an individual must be made with consideration of the affected individual\u2019s view of the fairness of that decision.\u00a0 This doctrine is a variant of \u201cdo unto others\u201d but with a twist.\u00a0 The recipient of the decision in this case usually has little opportunity to respond in kind (\u201cas you would have them do unto you\u201d).\u00a0 It is this frustration coupled with the simple outcry of \u201cThat\u2019s not fair!\u201d – that can affect the culture of a company in ways never considered by the original decision-maker.<\/p>\n

People sue others and their companies usually because they feel emotionally that they have been treated unfairly, not just because they were affected financially.<\/p>\n

[Email readers, continue here…]<\/span><\/em>\u00a0 Firing a person considered a key associate without any advance warnings or public revelation for the reason, such as the need to consolidate or downsize, is a good example of setting up such a groundswell of accusations of unfair treatment.\u00a0 Public dressing down of an employee in front of associates is inhumane and often generates a negative response from all who witness or \"Managing_force\"<\/a>hear of the action.\u00a0 Closing a highly effective department, shutting down a marginal company, canceling a promising project all are good examples of management setting up a visceral response of \u201cunfair\u201d among those affected.<\/p>\n

I have often addressed the issue of maintaining the dignity of the individual in a business environment.\u00a0 The two are linked: the fairness doctrine and treatment of an individual with dignity, no matter how distasteful the decision implemented.<\/p>\n

So my advice is to take the time to establish the reasons for pending actions – if not in an emergency environment.\u00a0 Speak privately to employees who are in danger of being fired, documenting the discussion to the employee\u2019s file.\u00a0 Open up to the general group with facts that might later affect them, even at the risk of losing one or more to a hunt for a new job.\u00a0 Most employees and associates, treated with respect and dignity, will respond with understanding and lose the emotion that might have accompanied receiving the later news of a negative event.<\/p>\n

In fact, many times over the years, I have seen whole companies rise to new levels of efficiency, creativity, and sense of urgency when informed of the alternatives being considered by a board or management.<\/p>\n

At the risk of losing talent not targeted, it is only fair to treat people as intelligent beings capable of understanding the dilemmas faced by management, and sometimes able to find solutions to problems not seen by those in control.<\/p>\n","protected":false},"excerpt":{"rendered":"

Reduce the emotion; reduce the threat of lawsuit. You\u2019ve certainly experienced the angry outburst from an associate or employee who has just learned of an event that the person took as \u201cunfair,\u201d no matter how rational the explanation by the … Continue reading →<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_exactmetrics_skip_tracking":false,"_exactmetrics_sitenote_active":false,"_exactmetrics_sitenote_note":"","_exactmetrics_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[20,10],"tags":[],"class_list":["post-1687","post","type-post","status-publish","format-standard","hentry","category-protecting-the-business","category-surrounding-yourself-with-talent"],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/1687","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=1687"}],"version-history":[{"count":0,"href":"https:\/\/berkonomics.com\/index.php?rest_route=\/wp\/v2\/posts\/1687\/revisions"}],"wp:attachment":[{"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=1687"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=1687"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/berkonomics.com\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=1687"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}