By: Kim Scott
In her follow-up to Radical Candor, Kim Scott addresses one of the most pressing challenges in modern organisations: how to build a workplace that is fair, inclusive, respectful, and effective. Just Work explores the deeply embedded injustices that shape many workplace cultures—ranging from subtle biases to overt harassment—and offers a clear path towards change.
Workplace injustice, Scott argues, doesn’t just damage individuals—it damages performance. According to research by McKinsey, companies that rank lowest in gender and cultural diversity also lag behind their peers in profitability. In other words, injustice isn’t just wrong—it’s also bad business.
In this book, Scott offers a framework to help individuals, leaders, and teams recognise injustice, respond effectively, and redesign workplace systems to be more just. At the heart of her approach is the idea that collaboration and respect for individuality can—and must—coexist.
Scott introduces two fundamental forces that shape organisational culture:
Depending on the presence or absence of these forces, four types of workplaces emerge:
When both conformity and coercion are in play, the result is a toxic culture. These environments often revolve around unchecked authority, systemic bias, and fear-driven silence. Poor behaviour is tolerated—if not rewarded—and individuals are discouraged from speaking up.
Here, individuality may be respected on the surface, but dissenting views are met with moral condemnation. People are shamed for expressing thoughts that differ from a prevailing group norm. This often leads to defensiveness and groupthink, rather than thoughtful engagement.
The most common—and insidious—of the four. This culture appears collaborative and friendly on the surface, but subtly excludes those who don’t fit in. Social cliques, unconscious bias, and a lack of visible diversity mark these environments, even if no one openly intends harm.
The ideal. A workplace where people collaborate effectively while maintaining respect for one another’s individuality. Bias, prejudice, and bullying are actively interrupted, and systems are designed to promote inclusion, equity, and psychological safety. The remainder of the book focuses on how to create this kind of culture.
Scott identifies three root causes of injustice:
These forces often build on each other, progressing from ignorance to intent to aggression. Preventing this progression is the responsibility of everyone in an organisation—whether they are directly harmed, a witness, a perpetrator, or a leader.
Silence, Scott warns, reinforces harm. The urge to be polite or accommodating may feel easier, but it perpetuates the cycle of injustice. She offers practical language tools for responding in the moment:
Each approach escalates in firmness, appropriate to the intent behind the injustice.
Bystanders have a powerful role to play in disrupting harmful dynamics. Scott outlines the
5D Method (adapted from Hollaback!):
Even small interventions can have a large cumulative effect, especially when backed by leadership support.
Accountability, not defensiveness, is the first step. Scott shares the components of a sincere apology (adapted from Lauren M. Bloom):
Avoid faux-pologies such as “I was just joking” or “I’m sorry you feel that way.” Real accountability means centring the harmed person—not your own discomfort.
Creating a just workplace culture requires more than one-off training. Scott advocates systemic changes in three key areas:
1. Bias Interruptions
Leaders can normalise calling out bias by:
2. Clear Codes of Conduct
Every organisation needs a bespoke code of conduct, developed with staff input and aligned with real values—not just borrowed from another company.
3. Consequences for Bullying
Bullying must be met with consequences in three critical domains:
Importantly, over-punishing unintentional bias can backfire—creating fear rather than openness.
Discrimination = Bias + Power
Harassment = Bullying + Power
Scott offers specific steps for leaders and organisations:
1. Recruitment
2. Retention
3. Compensation
4. Performance Reviews
5. Mentoring
6. Psychological Safety
7. Exit Interviews
8. End NDAs and Forced Arbitration
9. Organisational Design
If you’re being harmed or supporting someone who is, Scott recommends:
Touch is a sensitive subject, and workplace norms vary. Scott’s rule of thumb: the responsibility lies with the person initiating contact.
If in doubt—don’t touch.
Instead, ask:
"Handshake, fist bump, elbow tap, or smile?"
For People Harmed
For Upstanders
For People Who Cause Harm
If unsure—ask before touching.
For Leaders
Creating a just workplace is not about box-ticking, public statements, or performative inclusivity. It’s about building a culture rooted in respect, safety, and accountability—where everyone can do their best work without fear or exclusion.
The tools are here. The frameworks exist. What remains is for individuals—especially leaders—to take the first step.
Because real change always starts with someone. Let that someone be you.