Working As If People Mattered

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Working as if People Mattered
by Terri A. Deems, PhD

Still promoting "empowerment?" Let's be honest; "empowerment" is something that is done to rather than with other people. It serves to reinforce (more subtly, perhaps) rather than eliminate those deeply embedded Taylorist traditions that hold many organizations back.

Power is not something bestowed on us by title, privilege or patronage. It is a solidarity and energy that, when cultivated, promotes unlimited potential.

It isn't empowerment we need. We need to recognize and draw out the power people inherently have. There's a difference.

Simply reconfiguring workplace structures and inviting people to "participate" won't cut it as we approach Y2K. If you are serious about wanting a power-full workforce, it must become a lived rather than appropriated experience. This calls for a certain organizational character that's been downplayed too long.

First and foremost, it begins by conducting work as if people mattered.

That's an idea that shouldn't need to be stated. Yet the lack of concern for people is visible in our most basic work practices. Selective time clock punching. Designated parking spaces. Needing permission to use the bathroom.

Working as if people mattered starts with a critical look at what is being communicated and learned through work processes, culture, climate, perks, and profit sharing. These frame the character of an organization. Here are some brief examples of working as if people mattered:

Fully engage people. It isn't enough to simply tell people, Well, now, we want you to participate in everything we do! You must engage them somehow, cultivate participation. This will be difficult for many people, as they have been enculturated for years to behave differently, to conform, to do only what they've been commanded. Create conditions and opportunities for people to mix, to work out shared problems. Ensure they are authorized to improve their work. And create work units small enough for people to know each other, and to know what is needed for each to be fully productive and fully satisfied.
Practice Dilbert's Out-By-5 principle. Send people home at the end of their day. Discourage chronic 10- and 12-hour days for what should be an 8-hour shift. The person who consistently stays long after others have gone home isn't necessarily a "team player." More likely they're either inefficient or someone whose life is tragically out of balance!
Eliminate fear — of humiliation or retribution — and cultivate joy and pride. Deming suggested this years ago, but few companies really take it to heart. Make a full commitment to each person in your workplace. Cease discarding at will. Someone's not working out? Find out why. If necessary, assist them in making an honorable exit.
Stop treating people as property. Start with your language: who works in your company? Are they staff? Associates? Human resources? Human capital? Personnel? Personalize them — try calling them "people."
Understand, appreciate, respect, and celebrate differences. These are what drive growth, innovation, and development.
Eliminate the punch-the-time-clock mindset. More "rules" will not make things work more smoothly. Prime parking spaces for the CEO, or plush offices for the executive team? Rethink those title-dependent perks; if designations must be made, base decisions on who needs it most.

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