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Doug Shaw, HRExaminer Editorial Advisory Board Contributor

A friend recently pointed me in the direction of a short TED talk by Barry Schwartz (8 minutes), titled “The way we think about work is broken.” Schwartz observes that we’re not used to challenging things which have become socially acceptable, and over time, the blandification which sets in as a result of this reluctance, makes more and more work soulless and demeaning.

Schwartz’s short talk strikes a painful and necessary chord for me. I spend a lot of time taking deep breaths and asking those awkward questions. In so doing, I offer a challenge to the so-called ‘socially acceptable’ stuff. I seek to do this with kindness, yet observing and inquiring about those “elephants in the room,” frequently brings forth dissonance.

I’m both privileged and cursed by my late Mum who brought me up this way, to take responsibility for what I see around me, and to ask why. The responses I get from people often include shock, disbelief, even anger. I understand and appreciate the nature of the responses I get because very often, the awkward question I’m asking, however simple it may seem, challenges my own beliefs too.

To disagree with the norm puts people at risk. At risk of social exclusion, maybe even the risk of losing your job. Truthfully, my approach ‘costs’ me work. A good friend recently introduced me to a group of people with these words: ‘Doug is someone who has an ability to ask those challenging questions, openly and honestly and in a way that acknowledges his own shortcomings too. It’s powerful, and it’s why some people can’t wait to work with him again and why others never want to see him again’.

People say they want honesty, openness, etc until they look me in the eye and see my own and their own inadequacies reflecting back at them. At that point, it becomes easier to blame someone or something – in preference to owning a share of the responsibility for change.

Here’s an example: I’m working with a group of people who agreed to review some data they had gathered about their performance, from people the group provides a service to. Prior to gathering the data, the group reports feeling undervalued. The data they have gathered, relating to responsiveness, quality of work and other things, is strongly positive. People self-selected into small groups while we were all together and agreed a plan to self-organize, meet and discuss the data, then report back and share observations, findings, and suggested actions for improvement, the next time we all met.

When we gathered again several weeks later for the review, it became clear no one had met to talk. Reminders had been sent, offers of assistance had been made, and nothing seemed to have happened. I was keen to understand why no progress had been made and no one had any answers, at least none they were willing to state to the group. I should have gone deeper, but I didn’t, and we ended up having the discussion together when the original intention was to have a review of things already discussed, and agree on some useful actions to progress. Hey ho – that’s life, these things happen sometimes. But in this case, there was frustration expressed by people, both in the room and afterward, at the lack of progress. By way of an example, someone fed back, anonymously, that the whole thing was a pointless waste of time because “no one contacted me to arrange the discussion.” It clearly hadn’t occurred to this person that they could have chosen to be the catalyst.

Subsequently, I reviewed the situation and asked myself what I could have done differently. I spotted a few things, and I wondered, did I expect too much that this group might self-organize and make something happen? They were, after all, working in a fairly typical hierarchical way. I’m not sure, and what I did observe, was that all the feedback from the group was about apportioning blame, rather than taking responsibility.

Enthusiasm, encouragement, support – these are all helpful, lovely, necessary ingredients which go towards co-creating a good working experience. And they’re not enough. At times, we need to take a deep breath and ask the awkward, challenging questions, and acknowledge our own shortcomings and those of others too. Not with the intention of shaming anyone, but in pursuit of a better outcome next time. Without finding the courage to do that, my concern is that all the rest, all that other good stuff, is the organizational development equivalent of walking around blindfold.

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