If you are blessed with sorrow for your own failings (the second beatitude) and with right relationships (the fourth beatitude), you will not find it difficult to show mercy to others on the job or anywhere else. Mercy consists of treating people better than they deserve from us. Forgiveness is a type of mercy. So is aiding someone whom we have no obligation to help, or forbearing to exploit someone’s vulnerability. Mercy, in all these senses, is the driving force of Christ’s incarnation, death, and resurrection. Through him, our sins are forgiven and we ourselves receive aid by the gift of God’s spirit (1 Corinthians 12). The Spirit’s reason for showing us this mercy is simply that God loves us (John 3:16).
At work, mercy has a highly practical effect. We are to aid others to attain their best outcomes, regardless of how we feel about them. When you assist a co-worker, whom you may not like and who may even have wronged you in the past, you are showing mercy. When you are the first contestant in an audition and you warn the later contestants that the judge is in a foul mood, you are showing mercy, though it may give them an advantage over you. When a competitor's child is sick, and you agree to reschedule your presentation to the client so your competitor won't have to choose between caring for the child and competing for the business, you are showing mercy.
These kinds of mercy may cost you an advantage you could otherwise have taken. Yet they benefit the work outcome, as well as the other person. Assisting someone you don’t like helps your work unit achieve its goals, even if it doesn’t benefit you personally. Or—as in the case of the competitor with a sick child—if it doesn’t benefit your organization, it benefits the client you aim to serve. The underlying reality of mercy is that mercy benefits someone beyond yourself.
An environment of forgiveness in an organization offers another surprising result. It improves the organization’s performance. If someone makes a mistake in an organization where mercy is not shown, they are likely not to say anything about it, hoping it will not be noticed and they will not be blamed.
This diminishes performance in two ways. The first is that an error covered up may be much more difficult to deal with later. Imagine a construction job where a worker makes a mistake with a foundation fitting. It is easy to fix if it is brought to light and repaired right away. But it will be very expensive to fix after the structure is built and the foundation buried. The second is that the best learning experiences come out of learning from errors. As Soichiro Honda said, “Success can only be achieved through repeated failure and introspection. In fact, success represents the 1 percent of your work that only comes from the 99 percent that is called failure.” Organizations don’t have the opportunity to learn if mistakes are not brought forward.
Tom Peters, Thriving on Chaos (New York: Knopf, 1987), 259-66.
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