How I Think Organisations Can Make Amends After Harmful Actions: A Step-by-Step Guide for Soul Survivor and Beyond
When an organisation such as Soul Survivor, or any institution, is found to have wronged, hurt, or abused individuals, the path to healing is long, difficult, and requires sincere and deliberate action. Acknowledging the harm, offering an apology, accepting responsibility, thoroughly examining what happened, evaluating the full scope of the impact, educating everyone involved, and ultimately compensating those harmed are key steps in making reparations. These actions must be carried out with humility, integrity, and a commitment to the truth.
This guide is a collection of my thoughts on the process of making amends, using the Soul Survivor scandal as a case study. The principles outlined here can be applied to any organisation, institution, or community seeking to make reparations after causing harm. True reconciliation involves a deep, methodical process of accountability, reflection, and restitution.
ACKNOWLEDGE the harm and suffering
The first step towards true reparations is acknowledging the harm that was done. Acknowledgment is more than simply admitting wrongdoing or facing accusations; it involves a deep and honest reckoning with the pain and suffering caused to victims. The process must be internal - organisations cannot simply be "found out" or pressured into acknowledging the harm; they must choose to examine their actions and their conscience.
For example, in the case of Soul Survivor, an independent review was conducted by Fiona Scolding KC, which has been critiqued for not fully addressing the scale of the suffering caused by abuse. To genuinely acknowledge the harm, Soul Survivor (or any organisation in a similar situation) must take ownership of what happened, even if it was done by individuals acting under their watch or under an institutional culture that allowed such behaviour to flourish.
Key Question:
Have we truly examined ourselves and sat with our consciences to acknowledge how people were hurt?
APOLOGISE with sincerity
An apology is often the next step, but it must be offered sincerely and not out of obligation. An apology that comes after being caught, or that is forced as part of an investigation's outcome, will feel hollow and insincere. The act of apologising must come from a place of deep reflection and regret, not as a response to public outcry or legal pressures.
In Soul Survivor's case, the apology following the review feels like it was more about fulfilling a requirement than a heartfelt expression of remorse. If the apology is solely for damage control, then it lacks the power to heal. An apology must be a genuine expression of sorrow for the harm caused, without excuses or shifting blame. It must also clearly acknowledge the pain of the victims and the organisation’s responsibility in allowing it to happen.
Key Question:
Are we apologising because it is expected or because we truly understand the suffering caused?
ACCEPT responsibility for the harm done
Acknowledgment is the first step, but true reparations require acceptance. Acceptance means owning the fact that the event, the suffering, and the wrongdoings occurred on your watch. This stage can be painful because it asks those in leadership positions to take responsibility for things that might feel beyond their control or influence.
Even if leaders didn’t directly participate in the harm, they must accept that it happened under their stewardship. This stage involves a deep internal reflection on how organisational structures, cultures, or blind spots may have contributed to the abuse, as well as understanding how these actions directly and indirectly impacted victims.
Key Question:
Am I ready to accept that this happened under my leadership or within my organisation, regardless of my personal involvement?
EXAMINE the full extent of what happened
At this stage, the organisation must conduct a thorough, unbiased examination of what took place. This isn’t just about the legal or moral violations that occurred, but about understanding the full context of the harm. What were the systemic issues that allowed abuse to happen? How did individuals and communities turn a blind eye? Who was affected, and how did they suffer? The examination must be rigorous and fair, and it should include input from victims, survivors, and those who can speak truthfully about the culture and conditions that enabled the abuse.
For Soul Survivor, the review by Fiona Scolding KC has been critiqued for being partial and not fully engaging with the victims. Any organisation seeking to examine itself must ensure the process is truly independent and transparent. This stage requires organisations to listen to victims, confront uncomfortable truths, and resist the urge to protect their reputation at all costs.
Key Question:
Have we been thorough in examining the scope of the harm done, or are we only looking at the parts that are easy to digest?
EVALUATE the impact of the harm
Once the facts have been examined, the next step is evaluation. This stage requires careful consideration of the full impact of the harm, both on victims and on the organisation. Victims must be actively involved in this process, as they are the ones who truly understand the depth of the trauma and suffering. Their voices and experiences should be central to the evaluation of the damage.
The evaluation stage is also about identifying any patterns or systems that contributed to the harm. Were there systemic failures in leadership, oversight, or accountability? What lessons need to be learned to ensure this never happens again?
Key Question:
How do we ensure that the victims’ voices are central to our evaluation and decision-making process?
EDUCATE and relearn core values
At this stage, organisations must engage in a process of education. This means revisiting their core values, mission statements, and guiding principles. They must ask difficult questions: Did we fail to live by these principles? Did our beliefs and teachings somehow contribute to the harm? Education here is not just about internal training for staff; it is a cultural shift that requires humility, openness, and a willingness to change.
Organisations must also work to educate their communities about the importance of accountability and justice. Leaders must model these behaviours, demonstrating a commitment to learning and growing.
Key Question:
Are we committed to a deep and transformative education that challenges old ways of thinking?
RECOMPENSE: financial and emotional restitution
The final step in reparations is recompense. This involves providing financial, emotional, and other forms of restitution to those who have been harmed. Money alone will not heal wounds, but it can help victims recover and rebuild their lives. Organisations must put their money where their mouth is - investing in programs, support services, and compensation that help victims.
The act of offering compensation must be done with a spirit of humility, acknowledging that no amount of money can truly restore what was lost. However, it is an important step in showing victims that the organisation is willing to take concrete actions to make amends.
Key Question:
Are we truly willing to sacrifice resources to right the wrongs done?
Conclusion: Living with accountability and humility
For organisations like Soul Survivor that claim to follow the teachings of Jesus, accountability and humility must be at the forefront of the process of making reparations. Christ’s example is one of humility, service, and a willingness to make things right with those harmed. If Soul Survivor believes in an all-powerful and just God, they must also believe in the teachings of justice, mercy, and humility.
We all have a role to play in living these principles. As individuals, we can hold organisations accountable, support victims in their healing, and commit ourselves to the work of reconciliation and justice.