Introduction:  

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.

Understanding Workplace Systems

Scott introduces two fundamental forces that shape organisational culture:

• The Conformity Dynamic – a pressure to “fit in” that erodes individuality under the guise of professionalism or rationality.
• The Coercion Dynamic – a more overt form of control that discourages open collaboration and often takes a punitive or aggressive tone.

Depending on the presence or absence of these forces, four types of workplaces emerge:

1. Brutal Ineffectiveness

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.

2. Self-Righteous Shaming

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.

3. Oblivious Exclusion

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.

4. Just Work

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.

Diagnosing Workplace Injustice

Scott identifies three root causes of injustice:

• Bias – “Not meaning it.” Often unconscious, bias manifests as subtle assumptions or misjudgements.
• Prejudice – “Meaning it.” Prejudice is a conscious belief or attitude about a group or individual.
• Bullying – “Being mean.” The deliberate and repeated use of power to harm or humiliate others.

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.

Responding to Injustice: A Role-Based Approach

For People Harmed

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:

• To Bias: Use “I” statements to offer a gentle correction.
  E.g., “I think one of the staffers in the yellow shirts can help; I’m a speaker at this event.”
• To Prejudice: Use “It” statements to set clear boundaries.
  E.g., “It’s disrespectful to refer to adult women as girls.”
• To Bullying: Use “You” statements to confront the behaviour.
  E.g., “Why would you ask me such an inappropriate question?”

Each approach escalates in firmness, appropriate to the intent behind the injustice.

For Observers (Upstanders)

Bystanders have a powerful role to play in disrupting harmful dynamics. Scott outlines the 5D Method (adapted from Hollaback!):

1. Direct – Confront the issue with a firm statement.
2. Distract – Defuse the situation by changing the focus.
3. Delegate – Call on someone better positioned to intervene.
4. Delay – Check in with the harmed person after the event.
5. Document – Take note of what occurred for future reporting.

Even small interventions can have a large cumulative effect, especially when backed by leadership support.

For People Who Cause Harm

Accountability, not defensiveness, is the first step. Scott shares the components of a sincere apology (adapted from Lauren M. Bloom):

• Express genuine remorse
• Explain what went wrong
• Take full responsibility
• Offer to make amends
• Acknowledge the impact
• Listen with humility
• Commit to change

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.

For Leaders

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:

• Making it clear that bias will be addressed without shame.
• Encouraging a shared language (e.g., a keyword or phrase).
• Publicly acknowledging and correcting their own bias.
• Rewarding upstanding behaviour in performance reviews.

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:

• Conversation – Address the behaviour directly.
• Compensation – Withhold bonuses or raises.
• Career Progression – Do not promote bullies, no matter their performance.

Importantly, over-punishing unintentional bias can backfire—creating fear rather than openness.

Tackling Discrimination and Harassment

Discrimination = Bias + Power
Harassment = Bullying + Power

Scott offers specific steps for leaders and organisations:

1. Recruitment

• Remove personal identifiers from CVs.
• Separate skills tests from interviews.
• Use diverse hiring panels.

2. Retention

• Focus on keeping diverse talent, not just hiring them.

3. Compensation

• Monitor pay equity, especially across gender and race.
• Don’t outsource low-wage work to obscure inequality.

4. Performance Reviews

• Distribute review responsibility across teams—not just one manager.

5. Mentoring

• Ensure mentoring relationships are transparent and inclusive.

6. Psychological Safety

• Use Amy Edmondson’s survey tools to assess and improve.

7. Exit Interviews

• Conduct interviews with a neutral party—not the departing employee’s manager.

8. End NDAs and Forced Arbitration

• These hide problems rather than solving them.

9. Organisational Design

• Compliance teams must have independence from the CEO.

Protecting Yourself Without Sacrificing Your Career

If you’re being harmed or supporting someone who is, Scott recommends:

1. Document everything – Keep accurate, dated records.
2. Find allies – Build emotional and strategic support.
3. Know your BATNA – Understand your options before you escalate.
4. Speak to the person (if safe) – Direct conversation can be powerful.
5. Report to HR – Even if imperfect, it may help future colleagues.
6. Consider legal options – Be realistic about emotional and financial costs.

Consent and Physical Boundaries at Work

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

• You are entitled to draw boundaries.
• “I’m not a hugger” is enough.

For Upstanders

• If someone looks visibly uncomfortable—speak up.

For People Who Cause Harm

• Learn to read body language and social cues.

If unsure—ask before touching.

For Leaders

• Build a culture of consent.
• Make your policies crystal clear.
• Take small violations seriously—they prevent larger ones later.

Conclusion

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.