What Do We Want From Our Workplaces?

Team work. Source: Easa Shamih (eEko) | P.h.o.t.o.g.r.a.p.h.y on flickr.com

Everybody has an opinion on workplaces. Workplaces that should be inclusive, collaborative, happy, fun, supportive and encouraging. Then there are workplace descriptions that are the opposite – exclusive, divisive, miserable, invalidating and debilitating. In Productive Workplaces: Organizing and Managing for Dignity, Meaning and Community, Marvin Weisbord presents strategies that will improve an organization’s performance. Weisbord suggests, and I concur, that organizations must focus on an operational structure that will support a workplace “worthy of human aspiration, cooperation and sweat.” The fundamental focus of this paper is PEOPLE. This premise evaluates a simple theory that if the PEOPLE do not come, participate and commit, then organizations will experience unproductive workplaces.

Throughout the country and the rest of the world, organizations are experiencing major overhauls – from restructuring, financial instability and downsizing. I believe that in order to maintain productive workplaces organizations must consider Communication and Culture.

COMMUNICATION

The Need for Improved Communication

Effective Communication will make a productive workplace possible. In most settings, a communication strategy either does not exist or is targeted only to external entities. However, in order for there to be workplaces that do more than make a widget or reach a particular outcome, internal communication requires just as much attention. Effective communication can be approached from many directions but I would suggest that audiences be the initial focus.

The communication audience is your customers, staff and society. Each of these audiences is equally important to whether the work environment can sustain productive levels. In the beginning stages of my career, my opinion would center on the satisfaction of only the employee base. It was a limiting view that in order for things to be done, the employees had to be “happy.” Yet, the employees must desire to work at any organization. The customer must be equally content interacting with you. Customers’ access services and patronizes establishments based on pure personal objectives. Customers equally revolt or withdraw for the same reasons. This can have a disabling affect on a work environment. Customer dissatisfaction may result in loss of reputation, government funding, and operational reductions, including layoffs. For example, an organization that has suffered a loss of reputation or public trust can lead to an environment of tension and uncertainty. To that end, ignoring the customer is associated with ignoring your product.

The next audience that must be an imperative focal point is the employees. The people who make or break organizations are the employees. These are the people who are the organization’s greatest asset. They are also in certain circumstances considered the least important, irrelevant and problematic. I have become least concerned about labeling them and more centered on the importance of their role. In leading change, staff must be empowered with the skills and attitude to effectively complete employment responsibilities. (John P. Kotter, Leading Change) This empowerment occurs through conversation, which in my opinion is a respectful exchange of ideas, concerns, challenges, and opportunities. If the people feel disconnected, not valued or appreciated, and ignored, the workplace will reflect a culture, which reacts to those feelings.

Then there is society. When organizations lose the trust of communities, constituencies, funders, vendors and other interested parties, the work environment realigns its operations in reflection or deflection of the external environment. Organizations that have had negative press of any kind will attest to what this does to the workplace. Therefore, scanning the external influences will ensure that the internal dynamic is receptive to societal needs.

Communication is about the exchange of hearing and listening that goes on between customers, employees and society; all of which are critical to a productive workplace.

Source: kevin dooley on flickr.com

CULTURE

An organization’s culture is about and involves everybody. Organization Culture is the environment to which we devoted a significant amount of time and energy. This environment should be reflective of actions, values and thoughts that promote the best in people. For Example, Southwest Airlines’ Gary Kelly, who is the Chairman of the Board, President and Chief Executive Officer, has created a culture committee that focuses on employees. Kelly outlined leadership expectations that “culture is everyone’s responsibility.”(About Southwest – Careers and Culture) Southwest demonstrates a culture that is forced in the direction of productivity.

Throughout Productive Workplaces, there are examples of the methods and techniques that were innovative and became isolated or even systems that were singular in participation to some that were all about culture collaboration. Douglas McGregor reflects on a moment when he believed that he could avoid being in charge and realized that he had to make decisions for the betterment of the organization. (Weisbord) Culture really becomes about how you move people from a “Theory X to a Theory Y” mentality. The goal of a productive workplace is to create a culture of achievement (Theory Y) and not a place of incompetence (Theory X). This will not be an easy, smooth or immediate process. The process will be combative, indifferent and lengthy. However, an organization in which employees operate under Theory Y is obtainable with a declared intent of a better work atmosphere.

Culture Shifting takes tremendous involvement from everyone. Traditionally, it has been documented that the Board and Leadership must promote this shifting. Yet, the partnership of the organization’s leadership is necessary (and I dare say mandatory). It does not need to begin, remain or be maintained in leadership, but requires their involvement. Who cares where it happens, just that a culture shift must happen. Everyone’s involvement is the only mandate in order for the culture to be change, altered shifted.

CLOSING

Productive Workplaces requires People.

The communication and culture of productive workplaces are developed, maintained or destroyed by leaders or within leadership. Leadership is a convoluted responsibility with demands, limitations and responsibility. Notwithstanding, leadership requires a great commitment to the internal success of the organization. As the facilitator of “the happy” or “the feel good medium” (as I refer to the individual(s) and process), the leaders/leadership demonstrate productivity. There is something to be said about unproductive organizations and the connection to leadership. So, the question is, are organizations unproductive as a result of the leadership? Who knows, but this is the leadership challenge. “Leadership is not about personality; it’s about behavior.” (James M. Kouzes and Barry Z. Posner, The Leadership Challenge) The leadership must model the changes in order to accomplish a productive workplace. Organizations need a determined leader. “Unless a leader articulates clear direction, there is a real risk that different members will pursue different agendas.” (Diane Coutu and Michael Beschloss, ‘Why Teams DON’T Work’, Harvard Business Review) These different agendas will lead to unproductive environments.

In conclusion, there must be an evaluation of the organization. Evaluation occurs by “getting the whole system [everybody] in the room, focusing on the future, and helping people do it themselves.” (Weisbord) In that case, it takes Everybody, so don’t forget the People.

BIBLOGRAPHY

Coutu, Diane, and Michael Beschloss, ‘Why Teams DON’T Work’, Harvard Business Review, 87 (2009), 98-105.

Kotter, John P., Leading Change, 1st Edition (Harvard Business Press, 1996).

Kouzes, James M. and Barry Z. Posner, The Leadership Challenge, 4th Edition (Jossey-Bass, 2007).

Weisbord, Marvin R., Productive Workplaces – Organizing and Managing for Dignity, Meaning and Community, (Jossey Bass, 1987).

‘About Southwest – Careers – Our Culture’ [accessed 02 March 2011].

About Charles A. Archer

Charles A. Archer, Esq., MPA, CCEP is the Chief Executive Officer of Evelyn Douglin Center for Serving People In Need, Inc. (EDCSPIN) As CEO, he leads a staff of more than 500 men and women dedicated to meeting the needs...

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