Imagine that you are the new manager of a team of software engineers in your department at a software development firm. You ’ve been on the job for only two months, and things are not going well. Several of your most talented engineers have left the company and you hear grumblings that others are looking to leave as well. Morale is low and people are struggling to maintain the increased workload caused by the departure of their former colleagues. After mustering the courage to approach you, one of the engineers confessed that you are the problem: People think you ’ve been treating them unfairly. This came as a shock to you, leaving you with lots of questions, but she didn’t offer any details because she feared they might embarrass those who are implicated. As a result, you are now left ruminating about this situation. 

1. Potentially, what might you have done to lead people to think of you as unfair? For each of these things, what specific changes in the company and/or your own behavior might you attempt to change so as to avoid these problems in the future?

2. In addition to people leaving the company, what other signs might you find to indicate that people are experiencing injustice?

3. Do you think that interactional justice training would help address this situation? If so, why. If not, why not?