"You know that saying, "intent is not equal to impact"? That is, just because you didn't mean to say something racist doesn't mean that what you said is not racist. It's not enough to just have good intentions-you need to actually consider the impact that your statements and actions will have on others. We can certainly take intent into consideration, but someone who repeatedly relies on having good intentions as an excuse is operating in bad faith."
"He is consistently late, forgetful, loves cutting people off, and has an absolutely brutal way of talking down to everyone. His worst habit is making a critical comment about a work product, and then when the change is made, complaining about the change! Folks have mentioned these issues to him, but he always gives the same excuse: He claims it's not his intent to make anyone feel bad. So he persists. I'm dangerously close to going to his supervisor because morale is in the toilet."
A team leader frequently arrives late, interrupts colleagues, speaks condescendingly, and criticizes work only to complain after corrections are made. Repeated reliance on claimed good intentions as an excuse demonstrates bad faith and overlooks the real impact on coworkers. Low morale and avoidance by other teams result when behavior continues unchecked. Clear documentation of incidents, direct feedback with concrete examples, and coordination with colleagues can help establish patterns. If behavior persists despite attempts to address it, escalating to the supervisor or HR becomes necessary to restore team functioning and accountability.
Read at Slate Magazine
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