Building Community in the Workplace

Why not build community in the workplace? Good question! In this crazy world of ours people are feeling increasingly isolated and lonely. The other week a friend of mine told me that her workplace was a very lonely place. How is this possible? How can one be lonely surrounded by people and activity?

There are many possible reasons of course. The organization’s culture–the values, beliefs and norms that shape its behaviour may be at fault. In other words, the organization may not place much value on human relationships.  

Perhaps there is too much to do and not enough time. Whatever the reasons given you can be sure that the organization does not consider the building of community as a priority.

Building community in the workplace may sound odd to you at first. Isn’t a community different from an organization? The answer is both yes and no!

Obviously there are some major differences between a community and a workplace.

BUT organizations that thrive have learned the importance of valuing people for their unique contributions. At the same time they provide opportunities for people to contribute to something greater than themselves.

 Most of us live in some sort of community and in North America at least we have freedom (within limits) to do as we please within our communities.

 We can live where we want to, choose the schools that our children will attend, participate in different religious groups and associate with people who have similar interests and values.

Our places of work may also be situated in the communities in which we live.

The biggest differences between a workplace and a community is the reason for its existence. 

The workplace is where I go to produce a service (some people produce a product) for which I am paid. 

Typically there are fewer freedoms in the workplace.

Workplaces are organized in such a way as to “manage” people’s behavior in order to produce the goods and services mentioned above.

In short an organization has to be economically viable. This is the same for both profit seeking and not for profit organizations.

In 1997 I wrote, “a small but growing number of organizations are searching for new designs in order to find a balance between the objectives of the organization and the needs of the organization’s members”.

At that time a number of books were written about the subject. Two books that I particularly like are:

1. Community Building: Renewing Spirit and Learning edited by Kazimierz Gozda and

2. Building Community: The Human Side of Work by Manning, Curtis and McMillen

Both are good references for anyone wishing to delve into this topic further.

 Have a great week!

Lesley

 

Toxic Emotions at Work

It seems as if everyone has a story about working in a toxic organization or for a toxic boss.  So, the topic of today’s post is “Toxic Emotions at Work”.

I’d like to dedicate this post to the memory of Dr. Peter Frost whose groundbreaking research led him to writeToxic Emotions at Work: How Compassionate Managers Handle Pain and Conflict.

Toxicity or emotional pain arises from many sources:

• organizational change (especially when people lose their jobs or witness colleagues losing their jobs)
• unrealistic demands
• managers’ behavior
• not being able to do a good job
• unresolved conflict between team members
• not being recognized for a job well done

Of course, there are many others.

It is also important to note that toxicity or emotional pain is a normal part of organizational life.

It should not surprise you, then, to learn that there are people who take on the role of “toxin handler”. These toxin handlers can be leaders or managers, people in human resources or anyone who is sensitive to the emotional needs of others and want to create a healthier workplace. 

Through his research Peter Frost discovered that without adequate preparation, e.g. the knowledge and skills needed to protect their own health, toxin handlers often become ill or burned out themselves. 

Frost also wrote that when the pain is acknowledged and dealt with effectively it can become a constructive force for organizational change.

“While emotional pain may be inevitable in the workplace, it need not become or stay toxic. Handled with skillful, caring attention by leaders and others, it can be resolved. It can also become a way to identify what is not working right in the organization. Addressed with compassion, pain can become a force for change, a basis for improving the quality of life in an organization and a boost to performance.”

I found the above quote on Peter’s website in 2004. The site is no longer active which is a shame because Peter was in the process of creating an on-line community. A community where people could share stories and celebrate their own and others efforts to create healthier workplaces.

Thank-you Peter Frost!