Features
Gambling: Morally wrong (Part 1)
Some years ago, the leaders of a major religion made this following statement:
“There can be no question about the moral ramifications of gambling. As it has in the past, The Church stands opposed to gambling, including government-sponsored lotteries.
“Public lotteries are advocated as a means of relieving the burden of taxation. It has been clearly demonstrated, however, that all too often lotteries only add to the problems of the financially disadvantaged by taking money from them and giving nothing of value in return. The poor and the elderly become victims of the inducements that are held out to purchase lottery tickets on the remote chance of winning a substantial prize.”
This statement condemns gambling from two points of view. In religious terms, it is morally wrong. In public policy terms, it is politically unwise. I will reflect both on these points of view. First, gambling as a moral evil.
Jesus Christ taught His disciples to give and went on to teach them to sacrifice all that they have in service to Him and to their fellowmen. Satan, the adversary, on the other hand teaches men to take; forcibly if necessary, deviously if feasible, continuously if possible. Whatever encourages men to take from one another without giving value in return serves the cause of Satan.
Gambling is a game of chance that takes without giving value in return. Gambling puts money or other things of value into a pool and then redistributes it on the basis of a roll of the dice, a spin of the wheel, or a drawing of a number. Nothing of value is produced in the process.
What does gambling do to its participants? The attitude of taking something from someone else in order to enhance our own position, the essence of gambling leads us away from the giving path of Christ and toward the taking path of the adversary. The act of taking or trying to take something from someone else without giving value in return is destructive of spiritual sensitivities.
Many other Christian leaders have branded gambling as a moral evil because it leads its participants away from the behaviour and attitudes taught by Jesus Christ. A Methodist Minister, the Reverend Lycurgas M. Starkey, Jr., asked this question: “Can a Christian honestly use his gifts in gambling when his winnings are gained at the expense of another’s losing?” He answered his question as follows:
“The good Christian’s love of neighbour will stand against every practice which hinders the growth of the human spirit toward the likeness of Christ or which breaks down the structures of justice in society. The Christian will himself refrain from gambling and from publicly endorsing it in any form, realising that gambling is detrimental to the purpose of life as revealed in Jesus Christ.”
Many Christian, Jewish and Islamic sermons testify that greed and covetousness are contrary to God’s will for His children. Gambling promotes these evils. Ten times that many sermons elaborate the Saviour’s Golden Rule. Gambling, the philosophy and practice of taking, is the polar opposite of the Golden Rule.
Similar to many other sins, a national sponsored lottery is sugar-coated with the phony sweetness of a good cause. We hear proposals to use state-sponsored gambling as a solution to financial crises in state government. These proposals invite us to focus on the desirability of additional funding and of needed relief for hard-pressed taxpayers and to ignore the costs of gambling. There are moral costs to the participants, and there are also financial costs in this means of raising money.
Gambling tends to corrupt its participants. Its philosophy of something for nothing undermines the virtues of work, industry, thrift and service to others. The seductive lure of a huge possible windfall for a small “investment” encourages participants to gamble with funds needed for other purposes, even the basics of food and housing. Gamblers commonly deprive themselves, they often impoverish their families, and they sometimes steal from others to finance their indulgence. We are all familiar with cases in which trusted employees have stolen from their employers, bringing tragedy upon themselves and their families. All too often this ruinous sequence is traceable to a desperate attempt to pay gambling debts or to finance further indulgence.
Looking at the foregoing it can clearly be summarised that gambling is a moral evil for the following five reasons: First, it weakens the ethic of work and promotes the idea of something for nothing. Second, it promotes greed and covetousness and the spirited taking from one’s neigbour. Third, it turns to corrupt the participants to often be associated with embezzlement, drunkenness and other devices. Fourth, it is habit forming and always a vicious and unprofitable waste of time. Fifth and the most important point, it is destructive of spirituality and causes the participants to lose the spirit of the Lord.
These should be sufficient reason for all to abstain from gambling in all of its forms. Gambling only benefits its promoters and takes away not only money but the peace of mind of 99 per cent of its participants. By all means let’s avoid gambling and speak against it.
I conclude my reflections of the moral evils of gambling with these words of Richard L. Evans:
“The spirit of gambling is a progressive thing. Usually it begins modestly; and then, like many other hazardous habits, it often grows beyond control. At best it wastes time and produces nothing. At worst it becomes a ruinous obsession and fosters false living by encouraging the futile belief that we can continually get something for nothing.”
Gambling is obviously an effective instrument for opposing the work of God. No wonder the prophets have opposed it vigorously.
• Next week Gambling: Politically
Unwise (Part 2)
By Samuel Enos Eghan
Features
Fix It Fast or Lose Them Forever: The Ever-Rising Importance of Service Recovery in Competitive Industries
Yes, in literature and in practice, differences exist regarding customer service, service failures, and service recovery.
But have you ever considered the latter (service recovery) and its potential impact on service experience, brand building, and sustainable growth?
Well, in today’s fiercely competitive service economy, customer experience has become one of the most powerful determinants of business survival and long-term success.
Across industries, from aviation and banking to telecommunications, hospitality, healthcare, retail, and digital platforms, customers now expect fast, seamless, and reliable service delivery at every touchpoint.
Yet despite technological advancements and operational improvements, service failures remain inevitable.
Systems experience downtime, deliveries are delayed, reservations are misplaced, payments fail, customer inquiries go unanswered, employees mishandle interactions, and digital platforms experience disruptions.
In the midst of these, what increasingly separates successful organisations from struggling ones is not whether failures occur, but how quickly and effectively they recover when they do.
Service Recovery
Simply put, it is the process of fixing a service problem and restoring customer confidence after a failure has occurred.
Examples of service recoveries are; an airline offering compensation after a flight delay, a telecom company restoring interrupted service and providing bonus data, a restaurant replacing a wrongly prepared meal at no extra cost, a hotel upgrading a guest’s room after a booking problem, and finally a bank reversing an erroneous transaction and apologising promptly.
As competition intensifies and customer expectations continue to rise, service recovery is rapidly evolving from a routine customer service function into a critical strategic capability.
Businesses are discovering a hard truth of the modern marketplace: fix customer problems quickly, or risk losing them permanently.
Customers are More Powerful Now Than Ever
Customers now possess more power than at any other time in business history. Digital technology, social media, online reviews, and mobile connectivity have fundamentally changed customer behaviour.
Consumers now easily compare competitors instantly, publicly share negative experiences, switch providers with ease, and influence the purchasing decisions of thousands of others online.
This evolution has made customer loyalty increasingly fragile. A single poor experience can quickly damage years of brand-building effort.
In highly competitive sectors where products and pricing are often similar, customer experience has emerged as one of the few sustainable competitive advantages.
Modern customers no longer evaluate organisations solely by product quality or pricing. Increasingly, they judge businesses by their responsiveness, reliability, transparency, empathy, and effectiveness in resolving problems.
Why Service Recovery Matters More Than Ever
Failures are no longer viewed as isolated operational incidents, especially in competitive service sectors. They are moments that directly influence customer trust, brand perception, and future purchasing behaviour.
Research across service industries consistently demonstrates that customers are often willing to forgive mistakes when organisations respond quickly, communicate honestly, show empathy, and resolve issues effectively.
Conversely, poor recovery experiences frequently create stronger dissatisfaction than the original service failure itself.
For many businesses, the greatest reputational damage does not arise from operational errors, but from delayed responses, poor communication, lack of accountability, and unresolved customer frustrations.
This has elevated service recovery into a central component of customer relationship management and competitive strategy.
Speed, a Competitive Weapon
In the modern service economy, speed is no longer merely operational efficiency; it is a basic customer expectation.
Consumers increasingly expect: immediate responses, real-time updates, fast complaint resolution, and proactive communication. Delays are often interpreted as incompetence, indifference, or organisational inefficiency.
Consequently, organisations are redesigning their service recovery frameworks to prioritize rapid intervention and customer reassurance.
A cursory assessment revealed that some businesses now operate dedicated customer experience teams, 24/7 support systems, AI-powered service platforms, automated escalation systems, and real-time issue monitoring dashboards.
The ability to resolve customer problems quickly is now a major source of competitive differentiation.
Technology Is Transforming Recovery Strategies
Technology is fundamentally reshaping how organisations manage service recovery. Across industries, companies are leveraging artificial intelligence, customer analytics, chatbots, predictive monitoring systems, and integrated digital support platforms.
These tools allow organisations to identify service failures earlier, monitor customer dissatisfaction, automate responses, personalize engagement, and accelerate resolution timelines.
Some organisations now proactively contact customers before complaints are formally lodged, using analytics to identify service disruptions in real time.
This means that the future of service recovery is increasingly preventive rather than purely reactive.
Service Recovery as a Brand Strategy
Forward-looking organisations are now treating service recovery as part of brand management strategy rather than operational damage control.
The logic is straightforward because, acquiring new customers is expensive, dissatisfied customers influence others, and loyalty is increasingly experience-driven.
Businesses are therefore measuring customer satisfaction, response times, complaint resolution rates, customer retention, and net promoter scores more aggressively than before.
In many industries, service recovery performance is now discussed at executive and board levels because of its direct relationship with profitability, reputation, and long-term growth.
A call to action
As industries become more digital, interconnected and customer-driven, service recovery will likely become even more important.
Therefore, organisations that succeed in the future will likely be those that respond rapidly, communicate transparently, empower employees, leverage technology intelligently, treat customers fairly, and place their (customers’) trust at the centre of recovery strategies.
Remember, customers now have more choices, less patience, and greater influence than ever before, a clear message to forward-looking organisations that when service breaks down, recovery is everything. Fix it fast or risk losing customers forever.
Writer: Mohammed Ali
Conflict at work is more common than you might think. According to 2022 research by The Myers-Briggs Company, more than a third of the workforce reports dealing with conflict often, very often, or all the time in the workplace.
Addressing a dispute might feel tense or awkward, but resolving the conflict is typically well worth it in the long run. Whether you are trying to mediate conflict between colleagues or are directly involved. Last week we looked at three and this week is the remaining four steps you can take to manage workplace conflict.
4. Find common ground
The best way to handle workplace conflict is to start with what you can agree on. Find common ground between the people engaging in conflict. If you are directly involved in the conflict, slow down and focus on results instead of who’s right.
If you are the mediator for conflict resolution between coworkers, observe the discussion and help point out the common ground others may not see.
5. Collectively brainstorm solutions
When deciding how to handle workplace conflict, it can be tempting to problem-solve on your own. Sometimes, it feels easier to work independently rather than collaboratively. However, if you want to achieve a lasting resolution, you will need to motivate your team to get involved.
Brainstorm possible solutions together, and solicit input from everyone involved on the pros and cons of each option until you settle on a solution that feels comfortable to everyone. This will help all team members feel a sense of ownership that can help prevent future conflicts.
6. Create an action plan
Once you have created an open dialogue around workplace conflicts, it is time to resolve them. Just like any other work goal, this requires creating a concrete plan and following through.
Create an action plan and then act on it. It does not matter what the plan is, as long as you commit to it and resolve the conflict as a result.
7. Reflect on what you learned
All conflicts offer an opportunity to grow and become a better communicator. Identify what went well and what did not.
Work with your whole team to gather learnings from the conflict so you can avoid similar situations in the future.
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