Real Organisational Change needs new paradigm thinking
Last week I discussed the 5 ego traits individuals bring into the workplace. This week I discuss the big 4 ego traits which organisations bring into the workplace.
The opposite of “ego” is “unified self”. The difference between the characteristics of the unified self to that of the ego is that the unified self acknowledges and respects the sameness of ourselves as human beings and is more concerned for the “good of all” or a “collective” win/win philosophy for example. Organisations need to be aware of this.
When we recruit, vote or elect people into power and into organisational leadership roles, we all secretly hope they will demonstrate a “unified self” mentality, but frequently we are disappointed. Just mention Banks, G4S, Barclays, News of the World, and MP expenses (in no particular order or priority) and hopefully the picture conjured up saves me paragraphs of explanation.
The merits or not of ego thinking are probably too complex and diverse to discuss in one article, and much depends on your own experiences and beliefs. However, it is useful to highlight some common ego traits which can be found in some organisations and which may not be sustainable moving forward.
Operating from an ego level in an organisation is becoming increasingly untenable, and the following four ego traits are ones which will I believe will require a seismic shift over the next years – a completely new paradigm.
- Working too hard because of scarcity
The scarcity principle is one which is one of the most prevalent ego traits and one which people feel most justified in bowing down to. There is no real scarcity in the world, except a one manufactured by ego thinking and practices. For a business leader, this is a difficult one because the thought and “evidence” of scarcity through downturns in economy, reduced budgets, income etc. is compelling. The scarcity principle is one which makes people work longer for less with little hope.
The unified alternative is to find the opportunity in any situation whether reduced economy or other situation where scarcity is the fear. Use the experience to find ways of creating more, leveraging growth and learning to challenge beliefs and assumptions and “the way things have always been done”.
- Profits instead of integrity
Unfortunately this is the battle cry of many businesses. You only have to look at popular TV programmes to see that some of the most successful business people will dismiss ideas, ventures etc., if they don’t make substantial profits. Money in itself is not the root of all evil, the “love of money” is however a truly prominent ego trait.
The unified alternative is to see money for what it is: It is an exchange of energy for services and contribution made. If seen as a symbol of contribution and a means of giving and receiving, then our language would be very different, and the focus would be on contribution and value. It is when such integrity exists that true sustainability may well arise.
- Favouritism
We warm to people when they are like us, and who agree with us. There is nothing wrong with this unless we then bestow favours on others because of this. Favours can consist of securing contracts, promoting, awarding bonuses, praising, promoting, spending time, allocating quality work etc. to others with little regard to contribution or effort but because they are in the “favoured few” circle.
The unified alternative is to be open to many different types of contribution and value them all. To develop a framework of fairness, appreciation and reward open to all. Be aware of, and guard against biases.
- Persuading or forcing
Someone once told me that if you say “no” to a request and another person continues to try to persuade you, they are attempting to control you. It seems outlandish at first, but when you observe such a dynamic in action then you will see the truth in this. Trying to force someone to your point of view, or to go the route you want is a means of control. Organisations do have to advertise and promote their products and services. As people wake up to manipulative practices, there will be a greater need for honest and sincere “pitching” of goods and services.
The unified alternative is to outline benefits and consequences and allow people to choose.
What do you think? Do you think these organisational ego traits are present in our businesses today? Do you think change is needed? Do you have any traits to add? I’d love to hear from you. Leave your comments below.
Thanks for sharing