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Exposing social conscience for organisational success
Leadership recognising a disparity between an ideal society in which it hopes to operate and the actual society — to which it may or may not contribute — forms a consciousness about social injustice.
It then engages with a sense of agency — does it act with responsibility to affect the change it hopes to see, or does it feel justified in standing idly by, taking no action, placing blame for disparities elsewhere?
It structures a response to its consciousness and sense of agency: a behaviour that exposes awareness or apathy. It displays social conscience in how it chooses to address social injustice, locally, regionally, globally and ecologically.
Individuals form a social conscience through a combination of factors, as shown in Myshele Goldberg’s Venn diagram (Goldberg, M, 2012, p. 105). The same can taken to be true for organisations and collectives.
By considering how organisational social conscience aligns with that of our clients, providers and competitors, we can maximize success. Establishing universal standards of consciousness, agency and structure across the enterprise enhances our market position as the world moves past its recent crisis, and it may lessen the chance of repeat crises.
Are our actions, words, decisions and social conscience incongruous, and should we be realigning our focus to represent a consistent approach?
Goldberg, M. (2012). Social Conscience: The ability to reflect on deeply-held opinions about social justice and sustainability. In The handbook of sustainability literacy: Skills for a changing world (pp. 105-110). Totnes, UK: Green Books.