“Like for like” describes a comparison of two different things that are equivalent, even if not exactly the same. It is used in finance to compare sales, and in insurance for replacing lost or stolen property. IT uses a “like for like” principle to ensure that changing technology will provide users with essentially what they had before, not “like for less.”

“Like for like” is similar to a “hold harmless” policy or, Hippocratically speaking, “first, do no harm.” These principles guide professional practice to ensure that interventions do not leave people worse off than they were before the intervention.

I propose that the practice of management adopt a “like for like” principles as a universal tenet. Ensuring “like for like” actions would require impact analysis before management decisions are implemented, and would invite participation from everyone affected. It would result in better decisions, more engaged employees and less fear about what management will “do to” people.

Without a hold harmless principle, managers are free to wreak havoc on organizations and break what is working based only on their goals, ideas and judgement. In my experience, well-intentioned managers often deliver “like for less” and inflict harm when they are focused too much on the potential benefits of their decisions, and not enough on what might break in the process. The best insurance management has is to vet ideas and plans with everyone who will be affected to assess potential benefits and potential harm, in order to maximize the former and minimize the latter.

“Like for like” is only the beginning. We all should aspire to “like for better” or even “like for transform!” In medicine, practitioners first do no harm. But they do not stop there. Their goal is to mend, correct and heal. Managers, too, need to start with a premise of first doing no harm, then go about the business to fix, inspire and transform their organizations.

For more radical ideas on how to transform the work environment, see my book, Management Culture at mgmtculture.com or on Amazon.