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We live at a time when organizational success
will increasingly depend on the value of
creative individuals acting as change agents;
yet the residual management ethic in most
organizations is derived from the industrial
age: Frederick Taylor's mechanical view of
people at work.
The new ethic transcends Taylor's theory; it
acknowledges people's whole
lives—personal commitments, roles,
passions, interests, aspirations, and
spiritual depth. Its focus is the
self-actualization of the individual.
Organizations that rely on coercion, control,
and strict hierarchies will suppress the new
ethic. With that suppression, they will also
suppress their own vitality in a world
increasingly dependent on the creative
contribution of individuals.
Practical reasons abound for valuing people
holistically. Research has shown that people
will take on more responsibility, work with
greater enthusiasm, and be more productive.
They will experience less stress, take fewer
sick days, and stay with the organization longer.
Creating a context for self-actualization
will require new practices and new
management mentality. Every tried and true
"best practice" will need to be reexamined.
Some have already begun to push the envelope
of best practices.
One example is the Brazilian manufacturing
company Semco, where they apply a democratic
approach to organizational management. Poet
David Whyte has poignantly written about the
need to bring the soul and full individuality
to life in organizations.
They, along with many others, herald the new
organizational ethic of our time, an ethic
that values and promotes the unique
identities, diverse lives, and complex needs
of individuals.
For further reading:
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Partners for Innovation is in the business of
helping you create organizations that thrive
on creativity and social capital. We write
these articles to support your work in
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Innovation Tips may be used, with permission,
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providing that Partners for Innovation is
given credit for the article. Please email
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Partners for Innovation, Inc.
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