ABSTRACT
Preventing harm and being perceived as reducing harm are the foundations for building internal and external trust. Harm is an ancient concept, but it is new in the corporate lexicon. Staffs are inured to the language of ethics, values and law. Harm's very newness creates interest. Staffs approach the idea with a curious and open mind. The craving for the new and different provides a rare opportunity to harness the informal communications networks and channel them to operate in parallel with the formal corporate systems, amplifying the message. The nature of Harm is fertile ground for staff to develop and tell stories that can reinforce and support a robust culture. Harm provides a different lens through which staff can examine their actions, as well as those of their colleagues, managers and the corporation as a whole. The advent of labour laws and the objective of unions was to protect workers from the harms inflicted by owners.
