Here is a paradox that managers and business leaders often overlook: in striving to do the right thing, we can sometimes exacerbate the very problem we aim to solve. This is particularly true for managers attempting to combat free riders within their teams.
Ironically, efforts to curb such behaviour can sometimes make it worse. In fact, our research demonstrates that, in certain instances, the pursuit of the ‘common good’ can be a far more effective deterrent against free riders while also addressing employees’ vulnerabilities more compassionately.
Free riders are individuals who benefit from a company’s shared resources without contributing fairly to their creation. They benefit from teamwork and take credit for work they have not necessarily contributed to. Free riding is particularly feared in large organisations across departments and large delineated teams. In such a corporate competitive culture, some staff sometimes suspect colleagues of busying themselves with fictitious or unproductive activities. As a result, managers are led to try to identify those “free riders” not contributing to the team effort; this can be a waste of time and resources as they may not always be able to identify those individuals.
In fact, managers in large organisations often overestimate the frequency of free riding. For example, declining responsibilities might be seen as lacking commitment when there could be personal or ethical reasons at play.
Lose-Lose Situations
Managers who think employees only respond to rewards and punishments will increase the number of standards, evaluation criteria, reward systems, and control processes. As Brian Carney and Isaac Getz highlight in Freedom, Inc. (2016), the “management for the 3 percent” approach, which creates rules to control the abuses committed by only a few, can foster widespread mistrust and demotivation among employees. This is a lose-lose scenario where the intended goal remains unmet, and the measures taken to achieve it have adverse effects.
An alternative, seemingly radical, approach is to focus on the common good, rooted in Aristotelian-Thomistic philosophy and Christian thought. This perspective emphasises the fact that for human beings to truly thrive, they must feel a sense of trust within a community that prioritises internal goods, such as virtues, over external goods, such as profit, power, and status.
Unconditional Trust
Rather than basing trust on the delivery of a specific result, managers could take a leap of faith and offer unconditional trust to their staff. This means placing confidence in employees regardless of existing evidence about their efficiency or reliability. Such an approach fosters a supportive environment where employees feel valued and empowered, which can lead to higher levels of engagement, innovation, and overall job satisfaction. With unconditional trust, managers encourage a culture of mutual respect and collaboration, which may, in turn, reduce free riding and promote a stronger, more cohesive team dynamic.
In addition, when this takes place, our research shows that we also see a rising spirit of solidarity among colleagues, which even goes beyond the boundaries of the organisation. For instance, it might extend to outside charitable causes supported by the organisation to help people in need in the community. We then see an increase in participation in a culture of trust and giving, which can contribute to the greater good.
Vulnerability
Our study reveals that free riding is often not a sign of laziness or lack of responsibility but can also be an expression of vulnerability requiring careful attention. In this context, a managerial approach rooted in solidarity, trust, and generosity fosters an environment where employees feel safe to make mistakes and learn from them, rather than being penalised immediately. This perspective shifts the traditional approach to dealing with free riding from one of punishment to one rooted in empathy. This approach not only addresses the root causes of free riding but also promotes a healthier, more collaborative work environment. Therefore, sanctions should be reserved as a very last resort, used only when all other avenues have been exhausted. This nuanced strategy helps build a more supportive and resilient team dynamic.
Conclusion
In conclusion, relying on increased control and sanction mechanisms to address the risk of free riding is misguided. Instead, we recommend fostering a culture of trust, gratitude, and positive assumptions towards unexpected behaviour. It is possible to do so, even in large organisations and competitive workplaces. Fostering an environment where collective goals are emphasised can also inspire employees to contribute more willingly. When individuals feel that their efforts directly contribute to a shared purpose, they are less likely to disengage and more likely to invest in the success of the team. This shift in focus from punitive measures to community-driven motivations can create a more productive workplace.
It is also essential to prioritise motivation over qualifications during recruitment. This approach requires managers to take the risk of trusting others and to show their own vulnerability. By doing so, they can create a workplace where discussing challenges, work practices, and necessary changes becomes easier and more open.
By cultivating an environment where virtues such as empathy and trust are central, organisations can foster a more meaningful and sustained commitment from their employees to collective goals, which, ultimately, lead to a more harmonious workplace to achieving long-term success.
This article was prepared by Professors Sandrine Frémeaux, Audencia and Guillaume Mercier, IESEG School of Management.
Sandrine Frémeaux
Sandrine Frémeaux is a Professor in the Department of Organization Studies and Ethics at Audencia Business School. Her teaching expertise spans Corporate Social Responsibility (CSR), Law, and Management. Her research interests include the exploration of the Common Good, Meaningful Work, Anthropology of Work, and Work-Life Balance. She is the author of L'entreprise et le bien commun (The Company and the Common Good), published by Nouvelle Cité in 2022. In addition, she regularly contributes to prestigious international journals such as Business Ethics Quarterly, European Management Review, Business and Society, and the Journal of Business Ethics.
