 Image generated by Copilot Today's post is inspired by a LinkedIn post I read yesterday on how inclusion starts at home with the decisions we make. As a co-chair of a recent conference centered around the power of reflection, my reflective antennae have been finetuned to be more reflective. It made me reflect on our busyness, where decisions are made in the blink of an eye in the midst of the complex challenges around us and how those decisions shape organisational and individual outcomes.
Granted, there are times when the choice is taken from our hands, but for some, at least at an organisational level, we make micro decisions daily. I wonder if we ever paused and not stopped to think for a moment about the outcome of our choices rather than the output we are seeking. I argue that many do; many are trying to do the best they can with the limited information they have at the moment. This is because we all use heuristics to inform our decisions and the judgment calls we make, and this is not a bad thing, as it is our way of easing the cognitive load in decision-making, which is informed by our previous experience. However, we know that sometimes, this can lead to cognitive bias, this is where reflection could help. Reflection is not just a luxury, but a powerful tool that can align our intentions with our daily practice. It can help us check if our decisions are truly in line with our values and goals, leading to more effective and meaningful outcomes. This is where curiosity comes in, the spark that ignites our desire to seek other viewpoints or lens or frame on a matter, the fuel that drives us to challenge our own views. Curiosity, even for curiosity's sake, can be a powerful tool in reflective practice. One of our speakers from the conference this week used the concept of motivational interviewing to support reflective practice. By asking open-ended questions and actively listening to our inner dialogue, we can uncover deeper motivations and values that drive our decision-making process. This self-awareness not only enhances our efficacy but also promotes authentic connections with those around us, fostering a culture of trust and collaboration. I can cite research upon research that speaks to how reflection supports individual and professional growth. I am sure we have read something about how it improves performance. According to Harvard Business Review, people who reflect 15 minutes a day perform 23% better. Many of us are driven by increasing productivity. Why is it elusive? Sometimes, we don't want to check under the hood, and rightly so. Sometimes, we are driven by fear; sometimes, we don't know how to reflect as our antennae are jammed up with our to-do list signals. Regardless of our rightfully earned reasons, it is worth trying; after all, it is something we already do unconsciously. Our plenary speaker reminded us that many of us will remember something that didn't go well, an awkward interaction or meeting, or when something went really well, and we try to make sense of it to do it again or not. So we do them at two poles of experience, either when things are going well or not. Why not make it a daily practice. And I saw a post from Steven Bartlett yesterday that read:
Rather than aim for 23%, let's aim for five minutes a day, which is approximately 7.67% better for performance. That's a win already, and here are my reflections from the conference and recent events
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 Image generated by Copilot I have been struggling with the concept of wellbeing at work. I have seen a lot of efforts on organisational wellbeing go to waste because the investments often have limited return on investment. I am currently on a hunt to understand how we can genuinely achieve staff wellness that meets the individual needs of the employees and supports overall workplace effectiveness. In my search, I came across the concept of social wellness or social wellbeing, a crucial construct that ties into all the elements contributing to workplace success.
Social wellness, as defined by positivepsychology.com, can be understood as developing and maintaining positive interactions with others and local and global communities. Research shows that having a variety of quality relationships can influence our health habits, reduce stress, enhance psychological wellbeing, and boost physiological health (Umberson & Karas Montez, 2010). The research on social wellness at work is also linked to compassion and how compassion in the workplace can yield similar benefits (Dutton et al., 2014), as well as high-quality connections, which are correlated with organisational outcomes, including health and performance (Stephens et al., 2012). A LinkedIn article lists the numerous benefits of social wellness, such as increased engagement and job satisfaction, enhanced collaboration and creativity, reduced turnover, and a more positive organisational culture. In my research, I also found another blog highlighting the types of practices supporting social wellness. Given the wealth of information available, I am trying to understand why achieving optimal staff wellbeing sometimes seems elusive. Many suggested practices, such as recognition, communication, and leadership involvement, are present in our organisations, but we seem to have not gotten the mix right. This leads me to revisit the importance of organisational values. To achieve a return on investment, organisations need a culture that promotes social wellness, as these values serve as a guiding behaviour that influences the lens through which we approach wellbeing matters. It reminds me of the interpersonal quadrant of the values diagram (Bourne et al., 2017) I shared, and I could take a leap to describe this as an ethical imperative for our organisations to thrive. Building on the foundational research linking social wellbeing to compassion and high-quality connections, organisations can further enrich their approach to staff wellness by integrating the following actionable insights: Cultivate a culture of empathy and understanding: To achieve compassion at work, cultivating a culture of empathy and understanding is crucial. Encourage employees to share their experiences, listen actively, and demonstrate genuine care and concern for one another's wellbeing. Facilitate meaningful connections: Organise team-building activities, peer-to-peer learning, mentorships, workshops, and networking events that facilitate meaningful employee interactions. Create spaces where employees can connect on a personal level, share common interests, and build genuine relationships beyond the confines of their roles. Promote work-life integration: Emphasise the importance of work-life integration rather than work-life balance. Encourage flexible working arrangements, promote mindfulness and self-care practices, and effectively support employees in managing their personal and professional commitments. Align social wellbeing with organisational values: Revisit and refine organisational values to align them with the principles of social wellbeing. Embed these values in every aspect of the organisation, from recruitment and onboarding to performance evaluations and leadership development. To achieve a meaningful return on investment in wellbeing initiatives, organisations must go beyond surface-level interventions and cultivate a holistic approach that prioritises social connections, fosters a culture of empathy and understanding, and aligns organisational values with the principles of social wellbeing. By doing so, organisations can create a thriving workplace environment where employees feel valued, supported, and empowered to reach their full potential. In conclusion, social wellbeing is one cornerstone of enhancing organisational effectiveness. By embracing the principles of social wellbeing and implementing actionable strategies that foster genuine connections, organisations can unlock the full potential of their workforce, driving engagement, innovation, and overall wellbeing. I am still searching for other cornerstones of wellbeing. References: Bourne, H., Jenkins, M., & Parry, E. (2017). Mapping Espoused Organisational Values. Journal of Business Ethics, 159(1), 1–16. https://doi.org/10.1007/s10551-017-3734-9 Dutton, J. E., Workman, K. M., & Hardin, A. E. (2014). Compassion at work. Retrieved from https://ecommons.cornell.edu/bitstream/handle/1813/71478/Workman1_Compassion_at_Work.pdf?sequence=1 Umberson, D., & Karas Montez, J. (2010). Social relationships and health: A flashpoint for health policy. Journal of Health and Social Behavior, 51(1_suppl), S54–S66. Stephens, J. P., Heaphy, E., & Dutton, J. E. (2012). High-quality connections. Center for Positive Organisations. Retrieved from https://positiveorgs.bus.umich.edu/wp-content/uploads/HighQualityConnections.pdf For serendipitous reasons, most of my conversations in the last few weeks have often led back to organisational values. In the changing VUCA (Volatile, Uncertain, Complex, and Ambiguous) business world, where profit margins, efficiencies, and technology advancement dominate the discourse, one frequently overlooked yet profoundly impactful aspect of organisational success lies in its values. Imagine a company where a set of shared beliefs and principles guides every decision, every action, and every interaction. But what exactly are organisational values, and why do they matter? Organisational values encompass the fundamental beliefs and principles guiding an organisation's behaviour, decisions, and stakeholder interactions. They serve as the moral compass, shaping the company's culture and identity. From the boardroom to the shop floor, these values dictate how employees engage with one another, how customers perceive the brand, and how the organisation navigates challenges and opportunities. In recent weeks, I have pondered the significance of organisational values, even though I have written about values in a previous blog post. Can organisations truly embody virtues? Why should we ascribe a few personal virtues to an organisation of people with different needs and stakes? Are these values merely aspirational, or do they hold tangible weight in a business's day-to-day operations? Perhaps the answers lie in understanding the profound impact of values on organisational dynamics and performance. The essence of organisational values is not merely about crafting a list of lofty ideals; it's about fostering a culture where these values are deeply ingrained in every facet of the organisation. However, the journey towards embracing organisational values is not without its challenges. Conflicting stakeholder interests, divergent perspectives, and the ever-evolving business landscape can create hurdles along the way. Yet, it is precisely in navigating these challenges that organisations showcase their resilience and commitment to their values and, in most times, why values are needed. Leadership plays a pivotal role in championing organisational values. From setting the tone at the top to embedding values into the organisation's fabric, leaders serve as stewards of the company's ethos. Leaders can cultivate a values-driven culture that permeates every level of the organisation by leading by example, fostering open communication, and holding themselves and others accountable. But why should organisations ascribe personal virtues to themselves? The answer lies in the profound impact that values have on organisational performance. Research has shown that organisations with strong values-driven cultures experience higher employee satisfaction, greater productivity, and enhanced financial performance. By aligning their actions with their values, organisations can create a sense of purpose and belonging that resonates with employees, customers, and stakeholders. Most will agree that it is essential to co-create values; the question is how we ensure we have the right mix of values to meet the needs of all stakeholders. I read a paper that inspired how an organisation might want to approach this. The paper explored the espoused organisational values stated by top management and often found on corporate websites. The authors then mapped those values to categories identified by organisational values research.  Ref: Bourne et al. (2017). P142  For values to be effective and enduring, it needs to promote a sense of community, nurture competence, character, and interpersonal relationships. It also has be inward and outward facing, whilst being ethical and tasked focused. The right mix of values can propel an organisation towards its goals while simultaneously meeting the diverse needs of its stakeholders.
We read real-world examples of companies that have successfully embraced their values and reaped the rewards; we read of Patagonia, Google, Cosco, Ikea, and Timpson's. Etc. Rather than state how these companies live their values, I used Microsoft Copilot to generate an image of what Patagonia values could look like as an example, and the image below was produced. I find this inspirational. I wonder if we input the keywords that drive some of today's business decisions into Copilot and what image it would generate. Phrases used in generating the image. Community building: Environmental stewardship, social responsibility, grassroots environmental groups, repair and reuse.
Comprehensive approach: This approach is internally and externally focused and addresses the needs of stakeholders (environment, community, employees, customers). In conclusion, organisational values are not merely words on a page; they are the guiding principles that shape the identity and success of a company. By embracing personal virtues, fostering a culture of integrity and accountability, and aligning their actions with their values, organisations can chart a course towards sustainable growth and enduring success. So, is there a need? Unequivocally, yes. Reference Bourne, H., Jenkins, M., & Parry, E. (2017). Mapping Espoused Organizational Values. Journal of Business Ethics, 1–16. https://doi.org/10.1007/s10551-017-3734-9 |
AuthorJust me, 
a HR professional listening, learning and working towards an enhanced people experience at work
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