FAIRNESS 
~alance is important to you. You are keenly aware of the need to treat people the 
same, no matter what their station in life, so you do not want to see the scales tipped too far in anyone person's favor. In your view this leads to selfishness and individu- 
alism. It leads to a world where some people gain an unfair advantage because of their connections or their background or their greasing of the wheels. This is truly of~ fensive to you. You see yourself as a guardian against it. In direct contrast to this world of special favors, you believe that people function best in a consistent envi~ ronment where the rules are clear and are applied to everyone equally. This is an en- vironment where people know what is expected. It is predictable and evenhanded. It is fair. Here each person has an even chance to show his or her worth. 

Fairness sounds like this: 
Simon H., general manager of a hotel: "J often remind my senior managers that they shouldn't be abusing their parking privileges or using their position to take golf tee times when there are guests waiting. They hate my drawing attention to this, but I am just the kind of person who dislikes people abusing their perks. I also spend a great deal of time with our hourly employees. I have tremendous respect for them. In fact, as I told my managers, the lower people are on the totem pole, the better I treat 
them." 
Jamie K., magazine editor: "J am the person who always roots for the underdog. I hate it when people don't get a fair shot because of some circumstance in their life that they couldn't control. To put some teeth to this, I am going to set up a scholarship at my alma mater so that journalism students of limited means can do internships in the real world without having to keep paying for their college tuition. I was lucky. When I was an intern in New York at NBC, my family could afford it. Some families can't, but those students should still get a fair shot." 
Ben F., operations manager: "Always give credit where credit is due, that's my motto. If I am in a meeting and I bring up an idea that one of my staff actually came up with, I make sure to publicly attribute the idea to that person. Why? Because my bosses always did that with me, and now it seems like the only fair and proper thing 
to do."