This week, to mark the first anniversary of this project, I am republishing favourite posts from each month of the first year of On Living and Working.
This is from August 2013.
Many business difficulties are, at root, personal difficulties…
… conversations we’re not bold enough to have, motives we hide and dress up as reason, emotions we don’t know how to deal with, resentments we fuel, imagination constrained by blame and the fear of shame, judgements of people who are different from us, fear and anxiety we won’t name, scapegoating, saving face, projections of what’s in our shadow, self-pity, self-aggrandisement.
But we’ve convinced ourselves (since the start of the industrial age) that businesses are machines rather than collections of people. It conveniently leads us to try to engineer our way out of difficulty – a detached move that saves us from having to own up to our own part in what’s going on.
And so when faced with what seems unsolvable, we turn to
restructures (a recurring favourite)
mergers and acquisitions
the latest update to company policy
changing what’s measured
charts of acceptable behaviours
rather than do the apparently more difficult, more unpredictable, more messy work of turning to one another with sincerity and curiosity, and being truthful about what’s going on.
So many difficulties can be solved by talking about what’s happening, both within us and between us. But mostly we allow ourselves to take up the convenient story that this is irrelevant to business, out of place at work.
We even call it ‘soft’.
Addressing the personal, emotional, relational part of our business difficulties is anything but soft. It’s the hardest, most important, most rewarding and most practical problem solving arena of all.