This concluding chapter applies the Second Chances Framework to a case where an organization, committed to countering societal outsiderness, granted an employee a second chance after past fraudulent behavior, only to see him repeat the misconduct. The case raises the question of whether a third chance could be justified, and exposes tensions between organizational ambitions to promote inclusion and a compliance orientation based on strict adherence to internal codes of conduct. The analysis highlights how the five factors of the framework—precedent, reparation, trust, transparency, and fairness—illuminate critical aspects of second chance decisions. While the organization’s inclusive hiring policy reflected a commendable commitment to fairness and social responsibility, shortcomings in transparency and oversight created conditions for ethical failure. The subsequent decision to dismiss and prosecute the employee expressed zero tolerance but risked overreaction, potentially exacerbating his social and economic exclusion. The chapter argues that organizations must critically evaluate not only the granting of second chances but also the structures that support them. By situating dilemmas within a temporal perspective—learning from past cases while setting precedent for the future—the framework encourages more balanced, consistent, and humane responses. The case underscores the need for organizational coherence when ideals of inclusion intersect with cultures of compliance and control.