Innovation is everywhere. It always has been. From the discovery of fire through advances in weaponry, healthcare and industrialisation, humanity has always found a way to adapt to the latest grand alteration; the next big thing. Invariably, once something as profoundly groundbreaking as the aeroplane or the internet comes along, change is wrought. Old practices are overhauled, then quickly shunted into the annals of history to be either forgotten or roundly mocked – can you believe we used to…?
And yet, to trudge through the mastheads, web blurbs or corporate video montages of almost any organisation today is to see and hear the word innovation endlessly. It’s wielded freely and often vaguely, to the extent that its meaning is diluted if not lost entirely. You’d be forgiven for thinking, given its overwhelming prevalence, that innovation itself was a 21st century innovation. Some of the companies claiming to be innovators are indeed just that – Apple can justly lay claim to having changed the way the majority of people operate in their day-to-day lives. Others simply know how to cash in on a buzzword when they see it.
But what actually is innovation? What does it offer businesses? How should it be used? What are risks and tradeoffs of pursuing the oft-discussed “innovation mindset”, and can they be side-stepped?
What is innovation?
Innovation is a bit of a catch-all term, but generally it just means finding a better way of doing things. That doesn’t necessarily mean inventing something new, though that is of course included. Innovation is just as much about fostering improvements to existing processes and ideas as it is about designing some groundbreaking new product.
When Alexander Bell first communicated with someone on the other end of the phone line, that was an innovation. When industries moved in their droves from the traditional in-office 9-5 to a hybrid working system just a few years ago, that was an innovation too, albeit one forced by global circumstances. It can be too easy to believe (the self-promotion of self-proclaimed) innovators and think that innovation must be cut-throat: the death of the old way; the birth of the new. In practice, things are rarely so straightforward. Which is a helpful reminder of what innovation is not.
Innovation ≠ disruption
Innovation and disruption have come to be seen as one in the same. This is understandable as some innovations are disruptive. Naturally, the more disruptive the innovation is, the more coverage it will receive, thus developing an associative bond between the two in the mind of the public. Uber and Amazon would be prime examples of disruptive innovators. Almost overnight, industries that we took for granted were irrevocably changed. Many taxi drivers, as well as booksellers both commercial and independent, lost their livelihoods. Similarly streaming’s impact on the entertainment industry has seen a total upheaval in how multi-billion dollar organisations now operate, whether that was Netflix’s obliteration of Blockbuster or Napster and its contemporaries’ shake-up of the music industry that paved the way for Spotify’s ascendency.
But there exists a far more gentle (and far more prevalent) form of innovation; W. Chan Kim and Renée Mauborgne, authors of Beyond Disruption: Innovate and Achieve Growth Without Displacing Industries, Companies, or Jobs, call this “non-disruptive creation” [1].
Non-disruptive creation is defined as a means by which new industries, new jobs, and profitable growth come into being without destroying existing companies or jobs [2]. The obvious benefit of such forms of innovation are that they can “foster economic growth in a way that enables business and society to thrive together” [3]. Chan Kim and Mauborgne are swift to differentiate between this non-disruptive creation and disrupting, noting that, “Disruption imposes a clear trade-off between winners and losers…That’s because the leap in consumer surplus provided by the disrupter can nearly wipe out the existing industry and its incumbent players” [4].
Non-disruptive creation, on the other hand, “provides no evident losers and only minimal painful adjustment costs,” while having “a positive impact on growth and jobs” [5]. They cite Kickstarter as a good example of non-disruptive creation. The users were able to fund projects that otherwise would have struggled to accumulate backing; they could choose which projects they wanted to give their money to, as well as how much and how often, and artists on the site were able to realise their dream projects. No livelihoods were displaced. Everyone emerged a winner.
Chan Kim and Mauborgne argue that there is an increased demand from the public for capitalism to give back to society, rather than simply chasing the profit-at-all-costs ideology first theorised by Nobel Prize-winning economist Milton Friedman [6]. Non-disruptive creation, they say, is in-step with such demands.
Social defence
Whether an innovation is disruptive or not, it is still at the mercy of social defence. For innovators, social defence is the great nemesis, stifling their dogged pursuit of progress at every turn. As a definition, social defence is the – quite natural, and often unconscious – attempt to preserve the more traditional aspects of an organisation [7]. Essentially, the “legacy structures, strategies, or cultures that make leaders feel proud and their followers feel safe” [8].
To the innovator, such blockades to all things new and shiny can be sources of great frustration. They argue that change is on its way, if not already here, and that attempts to slow its approach are as futile as they are jurassic. But it’s easy to understand why legacy employees at a large and successful company would be reluctant to rock the boat. The old approach has carried them to such heights; it looks a dangerous game to turn around and bite the hand that has fed them so well. After all, new is not a synonym of better.
That said, change is inevitable, and there are plenty of examples of companies who fell by the wayside because they failed to see it coming, or outright ignored warnings it was on its way. Reactions of major industry players to large-scale innovations have been compared to that of grief, with denial and defensiveness featuring heavily [9].
The music industry’s reaction to the initial emergence of MP3 and streaming is a prime example. Unsure how to fold this game-changing new technology into its existing offer (or at least how to do so and still reap the major profits they were raking in at the time), they went on the offensive, suing the free streamers into oblivion. They won in court, but as Justin Timberlake’s smug grin tells you in The Social Network [10] (where he plays Napster founder Sean Parker), the major labels emerged from the affair as anything but winners. “You wanna buy a Tower Records, Eduardo?” Timberlake smirks, like the fourth horseman of the old industry’s apocalypse.
How should businesses approach innovation?
Writing in Harvard Business Review, Gianpiero Petriglieri, associate professor of organisational behaviour at INSEAD, argues that, “Leadership, at its core, is an argument with tradition. As a leader, you are always relating to a tradition that you are trying to preserve, expand, or change. That means, as a priority, that you must care about the tradition. Or, more precisely, you must care about what the tradition is trying to accomplish” [11]. This is where those desperate to innovate at all costs can go wrong. They see change itself as the destination, not the means by which they’re getting there.
Still, an openness to change is vital. This is at the core of the fabled “innovation mindset”. That mindset can be established in-house or it can be forced upon businesses by external circumstances. The Covid pandemic was a clear example of this. Workplace practices were altered almost overnight; overlong vaccination protocols were streamlined – only possible because the whole world was in step, a rare instance that likely won’t roll around again any time soon.
Susan Rienow, Country President of Pfizer UK, wrote as much in the New Statesman, saying of the incredible innovations and the speed with which they were introduced [12]:
…these kinds of breakthroughs don’t happen by chance. It takes the right environment, support and conditions for science and innovation to thrive. It is not just about expertise; it’s about mind-set and how we come together in pursuit of a shared mission. This mission-led approach and entrepreneurial spirit, coupled with collective and powerful collaboration, helped us achieve what had previously been unthinkable. This shouldn’t begin and end with Covid-19.
Risk vs return
The key, as is often the case, is balance. Genuine openness to change paired with an understanding of what your business is and why – as well as what would happen to it were that to alter. And it’s not solely about whether the business itself is fine to change. Equally important are the circumstances around the business, and its users.
All innovations change the trade-off between risk and return, and “many of the risks associated with an innovation stem not from the innovation itself but from the infrastructure into which it is introduced” [13]. What ardent innovators can miss is that the rate of innovation is often so high that it becomes counterintuitive to invoking systemic change – companies cannot restructure according to each new innovation because by the time they’ve done so the next innovation will have emerged to displace the one they’ve just changed to accommodate. Innovations can possess the most hurrysome of expiration dates – store in the fridge and use within 24hrs of opening, etc. – and so the urgency to adjust with haste feels palpable to the innovation driver. But if you were told the best way to store a bottle that’s soon to go off is to buy a new fridge, well, you can understand the reluctance. Especially when the next bottle is just a day away.
Which innovations are worth adopting or adapting for is a difficult call. Some will alter life as we know it forever; others will fade faster than last summer’s T-shirt tan. To an extent, it’s a gut call and a leap of faith. One that if you get right, can pay huge dividends. Approach with cautious openness, and do not fear the inevitable overhauls. Business, after all, is no more or less predictable or ephemeral than life itself.
References
[1] https://hbr.org/2023/05/innovation-doesnt-have-to-be-disruptive?ab=hero-main-text
[2] https://hbr.org/2023/05/innovation-doesnt-have-to-be-disruptive?ab=hero-main-text
[3] https://hbr.org/2023/05/innovation-doesnt-have-to-be-disruptive?ab=hero-main-text
[4] https://hbr.org/2023/05/innovation-doesnt-have-to-be-disruptive?ab=hero-main-text
[5] https://hbr.org/2023/05/innovation-doesnt-have-to-be-disruptive?ab=hero-main-text
[5] https://hbr.org/2023/04/driving-organizational-change-without-abandoning-tradition
[7] https://hbr.org/2023/04/driving-organizational-change-without-abandoning-tradition
[8] https://hbr.org/2023/04/driving-organizational-change-without-abandoning-tradition
[9] https://www.ericsson.com/en/blog/2018/5/5-key-steps-to-creating-an-innovation-mindset
[10] APA. Fincher, D. (2010). The Social Network. Columbia Pictures.
[11] https://hbr.org/2023/04/driving-organizational-change-without-abandoning-tradition
[13] https://hbr.org/2013/04/innovation-risk-how-to-make-smarter-decisions
As the sun sets behind the opulent stadiums, top-level athletes and their agents are huddled in boardrooms, fiercely negotiating their futures. The stakes are high, and the pressure is palpable. But negotiating a job offer isn’t a skill reserved solely for sports stars; it’s just as crucial for C-level and D-level executives (Curhan, Elfenbein, & Eisenkraft, 2010). So, how can you, as a top-tier executive, ensure that you secure the best possible offer without alienating your potential employer? Let’s explore some practical rules, drawing upon organisational psychology and empirical negotiation strategy, to help you navigate the labyrinth of job offer negotiation.
1) Embrace the Power of Likeability
In the cutthroat world of business, it’s easy to forget the importance of likeability. Sports agents and athletes recognise that maintaining good club relationships is paramount to securing favourable deals (Deephouse, 1999). As an executive, striking a balance between being persistent and being likeable is crucial. Be firm with your demands and sensitive to your approach’s perception. Show empathy and understanding, and you’ll be more likely to forge a strong connection with your potential employer.
2) Focus on Your Market Value
Before entering negotiations, clearly understand your market value (Pruitt, 1981). Research industry benchmarks and consider your skills, experiences, and achievements. Having a solid grasp of your worth will enable you to negotiate confidently and realistically.
3) Establish Your Reasons for Negotiating
Be clear about your motivations for negotiating. Is it about the salary, benefits, or working conditions? By identifying your reasons, you can develop a strategy that addresses your concerns while also demonstrating how meeting your demands will benefit the organisation (Thompson, 1990).
4) Assess Your Bargaining Position
Understanding your industry’s supply and demand dynamics is essential for successful negotiation (Malhotra & Bazerman, 2007). If your skills are in high demand, you’ll have more leverage to negotiate favourable terms. Conversely, if the market is saturated, you may need to adopt a more cautious approach.
5) Know When to Walk Away
Sometimes, negotiations may not yield the desired outcome. Recognise when it’s time to walk away from an offer that doesn’t align with your values or meet your expectations. By knowing your limits, you’ll avoid accepting a subpar deal out of desperation (Fisher & Ury, 1981).
6) Conduct Yourself Professionally and Politely
Throughout the negotiation process, maintain a professional and courteous demeanour. Avoid aggressive tactics or making ultimatums, as these can damage your reputation and harm your chances of securing a favourable outcome (Shell, 2006).
In conclusion, mastering the art of job offer negotiation is essential for top executives looking to secure the best possible deal. By being likeable, focusing on your market value, establishing your reasons for negotiating, assessing your bargaining position, knowing when to walk away, and conducting yourself professionally, you’ll set yourself up for success. Remember, the path to the perfect job offer is paved with empathy, strategy, and perseverance. As organisational psychologist Adam Grant would put it, it’s not about winning or losing; it’s about creating value for both parties (Grant, 2013).
References:
Curhan, J. R., Elfenbein, H. A., & Eisenkraft, N. (2010). The objective value of subjective value: A multi-round negotiation study. Journal of Applied Social Psychology, 40(3), 690-709.
Deephouse, D. L. (1999). To be different, or to be the same? It’s a question (and a trade-off) that organizations face all the time. Research in organizational behavior and human decision processes, 80(3), 212-238.
Fisher, R., & Ury, W. (1981). Getting to yes: Negotiating agreement without giving in. New York, NY: Penguin Books.
Galen, M. (2013). Negotiating your next job. Forbes. Retrieved from https://www.forbes.com/sites/nextavenue/2013/02/25/negotiating-your-next-job/
Grant, A. (2013). Give and take: A revolutionary approach to success. New York, NY: Penguin Books.
Malhotra, D., & Bazerman, M. H. (2007). Negotiation genius: How to overcome obstacles and achieve brilliant results at the bargaining table and beyond. New York, NY: Bantam Books.
Pruitt, D. G. (1981). Negotiation behaviour. New York, NY: Academic Press.
Shell, G. R. (2006). Bargaining for Advantage: Negotiation strategies for reasonable people. New York, NY: Penguin Books.
Thompson, L. (1990). Negotiation behaviour and outcomes: Empirical evidence and theoretical issues. Psychological Bulletin, 108(3), 515-532.
Introduction
Ireland has experienced a rapid increase in housing costs over the past few years, making it increasingly difficult for both Irish citizens and those coming to the country for work to find affordable housing. The most recent data available from the residential tenancies board showed that in Q2 2022, average rents for new tenancies in Dublin were €2,011 per month, and outside Dublin (non-Dublin), averaged €1,130 per month, and new rents nationally increased by 8.2% in Q2 2022 over Q2 2021 (1). The high housing costs have impacted employee morale, retention, and overall financial well-being. This article explores potential strategies that employers can adopt to help address high housing costs in Ireland and discusses the benefits and risks associated with these initiatives.
Employee housing assistance programs
One potential solution for employers is offering their employees housing assistance programs. These programs can come in various forms, such as rental subsidies, low-interest loans for home purchases, or even the provision of company-owned housing
The benefits of offering housing assistance programs can lead to increased employee retention, as employees are more likely to stay with a company that helps ease their financial burden. Additionally, these programs can improve employee morale, as workers feel more secure and supported in their housing situation. Research has shown that comprehensive employee benefits packages can be a key driver in employee retention and a differentiator for attracting top talent. It suggests that organisations that provide a robust benefits package tailored to the needs of their employees are more successful in retaining employees (2).
It is also seen that employees who feel cared for by their employer are ten times more likely to recommend their company as a great place to work. It was also shown that when employees feel valued and supported through benefits and other initiatives, they are more likely to be engaged and stay with the company longer. Research also reiterates benefits and assistance programs’ positive impact on employee retention (3). For example, Facebook has offered housing subsidies to some employees living near its headquarters in Menlo Park, California, to help alleviate housing affordability issues (4).
Employers should be aware of the potential risks associated with offering housing assistance programs, such as becoming overly reliant on the company’s support or creating a sense of obligation from employees. To mitigate these risks, employers can work with third-party organisations or financial institutions to provide housing assistance without directly owning employee homes.
Advocacy for government support
Employers can also advocate for government support and policies that address housing affordability. This can include lobbying for increased investment in affordable housing, rent control measures, and tax incentives for businesses that provide housing assistance to employees. In the United States, some companies have formed the Employers Housing Council to address housing affordability issues and work with local governments to develop solutions (5).
By advocating for government support, employers can help create a more sustainable solution to high housing costs, benefiting their employees and the wider community. This collaborative approach can also improve the company’s public image and strengthen relationships with local government and community stakeholders.
The success of advocacy efforts depends on the willingness of governments to implement the proposed policies or provide the necessary support. Employers should be prepared for potential setbacks and be patient with the process, as policy changes can take time to materialise.
Flexible working options
Offering flexible working options, such as remote work or compressed workweeks, can help employees cope with high housing costs by enabling them to live in more affordable areas outside of city centres. The COVID-19 pandemic has demonstrated the feasibility of remote work for many industries, with several major companies, including Twitter and Shopify, announcing permanent remote work options for their employees (6).
Flexible working options can increase employee satisfaction, reduce commuting costs and time, and allow employees to find more affordable housing. This flexibility can also help companies attract talent from a wider geographical area.
Employers should consider the potential impact of remote work on team cohesion, communication, and company culture. To minimise these risks, companies can implement regular team meetings, clear communication channels, and occasional in-person gatherings to maintain a sense of connection.
Conclusion:
Employers in Ireland have a role to play in addressing high housing costs and supporting their employees’ housing needs. By offering housing assistance programs, advocating for government support, and providing flexible working options, companies can help ease the burden of housing costs on their employees, ultimately benefiting both the company and its workforce.
References:
(1) Residential Tenancies Board. (2022). Rent Index Q2 2022. Retrieved from https://www.rtb.ie/news/rtb-publishes-q2-2022-rent-index
(2) Society for Human Resource Management (SHRM). (2019, October 28). Employee Benefits: The Evolution of Benefits. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/benefits/pages/the-evolution-of-employee-benefits.aspx
(3) O.C. Tanner. (2018). The 2018 Global Culture Report. Retrieved from https://www.octanner.com/content/dam/oc_tanner/documents/pdfs/2018-Global-Culture-Report.pdf
(4) Dwoskin, E. (2016, August 19). Facebook Offers Employees $10,000 to Live Near the Office. The Wall Street Journal. Retrieved from https://www.wsj.com/articles/facebook-offers-employees-10-000-to-live-near-the-office-1471611000
(5) Employers Housing Council. (n.d.). About Us. Retrieved from https://www.employershousingcouncil.org/about-us
(6) Kelly, J. (2020, May 12). Twitter CEO Jack Dorsey Tells Employees They Can Work From Home Permanently. Forbes. Retrieved from
https://www.forbes.com/sites/jackkelly/2020/05/12/twitter-ceo-jack-dorsey-tells-employees-they-can-work-from-home-permanently/?sh=547b4c6f7384
It sounds too simple, doesn’t it? Fluffy and naïve. “Just be a little more positive and you’re bound to see results.” Healthy scepticism and an eye roll feel a fitting response. And yet the benefits of adopting a positive attitude are increasingly well-documented and steeped in research from leading academic institutions.
Having a positive attitude can transform how we view work and perform in our roles. It also, notably, has drastic impacts on our health and well-being. In fact, John Hopkins Medicine reported that those with a positive outlook on life but with a family history of heart disease were, “one-third less likely to have a heart attack or other cardiovascular event within five to 25 years than those with a more negative outlook.”1 All of a sudden that eye roll feels a lot less fitting.
To properly implement this advice of taking a positive approach, we must first understand what it is. And, crucially, what it is not…
A positive attitude
A positive attitude is not the same as a blinkered, fact-denying, all-is-shiny-and-well outlook. It does not mean contorting reality or pretending setbacks and difficulties aren’t real. That much positivity would of course, ironically, be a negative, transporting you into the realm of delusion. Indeed, research shows that people who are excessively optimistic might overestimate their own abilities and take on more than they can handle, ultimately leading to more stress and anxiety.2 That’s not what positive psychology is about. Rather, it’s about perspective.
Believing in yourself, trying to learn from setbacks and constantly improve, and attempting to make the most from a bad situation are obviously advantageous traits. But they’re easier said than done. Positive thinking is the tool you can use to turn them from being nice hypotheticals to actionable practices that impact your life and career.
Positivity in numbers
Research into the power of positive thinking has yielded some striking results. In a landmark paper3 published by The Royal Society, Barbara Fredrickson, a positive psychology researcher at the University of North Carolina, tested the impact of positive emotions on the brain, in which 5 segmented groups were shown different film clips (two groups seeing positive clips, one group seeing neutral, two groups negative) and were then asked to imagine themselves in a scenario in which similar feelings would arise and to write down what they would do, starting with the phrase, “I would like to…”
The two groups who saw positive clips – of joy and contentment, respectively – wrote down a significantly higher number of actions they would take than both the negative groups and the neutral. Essentially, the findings found that positive emotions helped broaden the sense of possibility in the mind and open it up to more options, while negative emotions narrowed the field of possibility.
Research into positivity in the workplace has found its impact to be similarly prominent. A study by Dr. Martin Seligman at the University of Pennsylvania found that optimistic sales professionals outsell their pessimistic counterparts by 56%4. While Shawn Achor, author of The Happiness Advantage, found that, “doctors put in a positive mood before making a diagnosis show almost three times more intelligence and creativity than doctors in a neutral state, and they make accurate diagnoses 19% faster.”5 A separate survey found that optimists were 40% more likely to get promoted over the next year, six times more likely to be highly engaged at work and five times less likely to burn out than pessimists.6
Clearly, then, positive thinking has tangible benefits in the workplace and elsewhere. But for those whose natural disposition is a little less sunny, how do you start thinking on the bright side?
Techniques for positivity
The good news is that our thought impulses are not fixed. The patterns of our brains can be trained and altered until we’re able to wield them more effectively. In other words, if your natural disposition is to think negatively, you can change that – with practice.
There are a variety of practices you can bring into your routine to help make positivity a default. Atomic Habits author James Clear focuses on three7. First, meditation. The aforementioned Barbara Fredrickson and her colleagues found that people who meditate daily display more positive emotions than those who do not, as well as displaying increased mindfulness, purpose in life, social support, and decreased illness symptoms.
Second, writing. Clear cites a study in the Journal of Research in Personality8, in which 90 undergraduates were split into two groups, the first writing about an intensely positive experience each day for three consecutive days, the second group writing about a control topic. Three months later, the students who wrote about positive experiences had “better mood levels, fewer visits to the health center, and experienced fewer illnesses.”
Third, play. Clear advocates for taking time to do some fun activities, even at the expense of work (within reason – don’t skip that big meeting to have a quick go on the swings.) Too often, he argues, we are slaves to our calendars, to the detriment of our merriment and well-being. Stifling our joy stifles our work too. In the long run, taking and making time for more enjoyable activities helps far more than it hurts.
Those are just Clear’s three staples. Advice from others includes starting a gratitude journal9 (documenting some things big or small each day for which you are grateful), adjusting your language to introduce more positive phrasing, or even just smiling. A University of Kansas study found that smiling – fake smiles included – reduces heart rate and blood pressure during stressful situations10.
Broaden and build
The benefits of positive thinking don’t stop at mood enhancement. For anyone looking at the numbers cited in this article and wondering, “how can a simple adjustment in temperament bring all those results?” The answer is that it’s not just about the improved psychology, but all of the other avenues that psychology opens up. This is what Frederickson refers to as “broaden and build.”
Because positive emotions broaden the number of possibilities you consider (as opposed to actively narrowing, as negative emotions do), you are then more likely to use that positive thinking as the launchpad to build more skills, resources and relationships, which then lead to further opportunities. By broadening the avenues you consider, positive thinking opens up a whole world of additional prospects. Essentially, then, positive thinking sets the wheels in motion for further success, which will likely produce further positivity – and so the cycle is born. As Clear says, “happiness is both the precursor to success and the result of it.”11
Bringing positivity to the workplace
The benefits of positive thinking are clear and obvious. And better news still, positivity spreads. Amy Finlay, co-founder of Edinburgh IFA, notes that “Exuding positivity can be infectious and, over time, can influence your co-workers.”12 The same is true for negativity, however, which is why it’s crucial for those in management positions to facilitate a positive workplace culture. If employees are imbuing each other with positive energy, they are more likely to concentrate, improve their productivity, volunteer for tasks, and better manage their time. If management lets a negative attitude set in, it’s bound to lead to worse productivity, sloppiness, and generally make the company an unpleasant place to be.
In summary
To cynics, adopting a positive mindset sounds like a frivolous, new age concept, especially compared with more tangible changes one can make to workplace practices. But in reality, positive thinking goes a long way to improving the quality of our work, our creativity, our attitude around the office, and our dealings with others. As well as just being a nicer way to live.
Looking for a more productive, fulfilling, happier work life? Why not give positive thinking a go?
1 https://www.hopkinsmedicine.org/health/wellness-and-prevention/the-power-of-positive-thinking
2 https://www.hopkinsmedicine.org/health/wellness-and-prevention/the-power-of-positive-thinking
3 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1693418/pdf/15347528.pdf
7 https://jamesclear.com/positive-thinking
8 https://www.sciencedirect.com/science/article/abs/pii/S0092656603000588
9 https://www.wsj.com/articles/a-pessimists-guide-to-embracing-positivity-11674431476
10 https://www.hopkinsmedicine.org/health/wellness-and-prevention/the-power-of-positive-thinking
11 https://jamesclear.com/positive-thinking
12 https://www.businessnewsdaily.com/6912-develop-positive-mindset.html
It’s the sliding doors moment you look back on and think, “what if?” Or it could be less definitive. Rather than an obvious fork in the road where you chose to go one way not the other, it might just be a more generalised sense of dissatisfaction, that lingering feeling that in another life things might have gone a different way. It’s regret, and for many people it’s unavoidable – in life and in work.
A Harvard Business Review study1 of more than 300 US-based workers and their colleagues found that just 6% of those surveyed reported never or almost never thinking about other professional paths they could have taken. 21% reported pondering other paths often or almost always. In other words, professional regret is ubiquitous. And, unsurprisingly, it can have a negative effect.
The aforementioned study also found – through self-evaluations and input from colleagues – that “workers who felt somewhat stuck in the past were more likely to be distracted and to daydream while at work, took more breaks and days off, were less engaged with their colleagues, and were more likely to search for other jobs.” It’s not necessarily that these people weren’t happy with their current lives; in fact, many of them reported that they were. But contentment with what you have doesn’t necessarily preclude one from having dreams of what might have been.
The age of dissatisfaction
Experiencing regret is natural. There’s a reason this year’s Best Picture winner at the Oscars (Everything Everywhere All At Once2) as well as modern culture’s monolithic blockbuster franchise (the Marvel Cinematic Universe) are both focused on the theory of the multiverse – other dimensions in which the films’ protagonists can interact with different iterations of themselves and witness how their lives would have turned out if they hadn’t done X or had done Y. Audiences connect because it chimes with their own internal questioning. What if I’d kept up the painting? What if I’d married the blonde? What if I’d had the confidence to really pursue my dream? We could ponder forever on the endless lives we might have lived and the better people we could have been. Except it gets us nowhere.
The concept of professional regret is nothing new, but aspects of modern culture serve to exacerbate the problem. The world has simultaneously got bigger and smaller. Bigger, in that the professional options available to people now are wide-ranging in a way it would have been impossible for our ancestors to imagine. A few centuries ago, your career was predetermined. It was what your family did and had time for time eternal (if you were a man, that is; if you were a woman it was unlikely you’d be allowed a career at all.) Diverging from this path was rare. In the modern worksphere, however, not only are the occupants more diverse but the jobs themselves are too. Children are raised under the clichéd auspice that they can be anything they want to be. The benefits are obvious, with even the most niche of interests often catered for in the professional market, provided you know where to look. But the downsides are becoming increasingly apparent too. Choice overload is stifling and leaves people feeling trapped. If you’re a student with a broad range of interests, how do you know if you want to pursue photography or science, move into politics, start your own business or pack it all in to open a beach bar in Tulum? Being able to do everything makes it increasingly easy to do nothing.
The world is getting smaller in that it’s more connected. Digitalization of the social and professional spheres have led to work and social practices that are sometimes unrecognisable compared with even relatively recent history. Practices of the 1990s are starting to earn their stripes as relics of a previous century.
Social media has had the most obvious impact – on professional regret, especially. Being able to witness the lives of celebrities or successful friends play out in real time on your phone is the masochist’s lifeblood. It is the actualisation of how you tell yourself the other half lives. From the discomfort of your sofa, you get to compare your reality to other people’s highlight reels, and tell yourself that if you’d played your cards right, it could, instead, have been you in the newsfeed, boasting to the jealous masses or cashing some indiscreet check for that sweet #Ad money. Social media and choice overload, paired with more the traditional shackles of work-life balance, financial considerations and good old-fashioned imposter syndrome, have led to a collective malaise, where even relative high-flyers spend their days obsessing over the lives of those one rung higher on the ladder and bemoaning their own shortcomings. Marlon Brando’s iconic words of defeat from On the Waterfront3 now pour from the lips of each and every middle-management yuppie and should-have-been-a-singer CEO across the land: “I could’ve been somebody.”
It won’t surprise you to learn that dedicating your actual life to lamenting an imaginary one is not a recommended route to happiness or success. But given our propensity to yearn for greener grass, how do we better manage such thoughts so that we’re not derailed by them, or indeed are able to channel them into something useful?
Managing existing regret
There are a variety of techniques you can use to counteract professional regret. Some involve processing the thoughts in a different way, such as through mindfulness – accepting that the thoughts are thoughts and nothing more, and returning to the present before you spiral off and tumble down the rabbit hole. Alternatively, you could shift your perspective, adopting a more positive approach. Our thought patterns are not fixed; our brains can be trained and altered until we’re able to wield them more effectively. Try reframing negative ideas, such as replacing “should haves” with positive “what ifs”4. Rather than hitting the brick wall of “I should have never chosen this career”, you can say “what if I chose this because I was once passionate about it and I simply need to relocate what it was that drew me here in the first place?” Or “what if I took the skills I’ve gathered in this role and applied them to something I’m more invested in?” There are endless options, but turning dead end negatives into positives that offer options is a good place to start.
Another useful solution is crafting5. Crafting involves adapting your work role based on your existing skills and passions. In other words, rather than leaving your job for some other career that might suit your skillsets, adjust your role so that you’re utilising the many facets you bring to the table. Are you a budding writer stuck in a job that’s pure numbers? Offer to write a regular blog for your company. Are you a people person whose only interactions are with computers? Ask if you can get involved in client calls or join internal meetings. If you have something to offer, it will quickly become apparent, and you’ll not only feel more valued but like you’re being properly utilised rather than hiding your light under a bushel.
If you’re in a management position, it’s important to be on the lookout for hidden skills your team might possess. Maybe you’re looking to make an in-house corporate video and discover that rather than hiring a third party agency for twice the price, you have a co-worker who has spent his weekends shooting and editing short films for years and is looking to make more use of these skills in his day-to-day life. You never know what other lives lurk beneath your colleagues’ corporate veneers.
Mitigating future regret
Forbes6 cites a study from the journal Emotion7 which found that humans are most inclined to regret things associated with opportunities. Meanwhile a separate study8 found that 78% of people wish they’d taken more career risks. If you’re in the fortunate position now where you’ve been offered a grand opportunity and are considering taking a big leap but have trepidation, it’s worth thinking about your future self. Are you the type to spend the rest of your life wondering what might have been if you’d accepted? If so, wouldn’t it be worth finding out, or at least exploring the option thoroughly so that, should you turn it down, you can take comfort in knowing that you gave it due consideration? Trying something new is a scary prospect. But weighed against the possibility of a lifetime of regret, its fangs might lose a bit of their bite.
Which is not to say, of course, that the risk will pay off or that there won’t also be the other regret – what if I’d stayed? But even if it all goes wrong, rather than dwelling on what could have been, focus on what you can do now. Get up, dust yourself down, and go again. The Japanese have a name for this level of resilience: Nana korobi ya ok9i. It translates to “seven falls, eight getting up.” It’s the old Rocky Balboa motivational treatise: “It ain’t about how hard you hit, it’s about how hard you can get hit and keep moving forward.”10 If it’s good enough for Sylvester Stallone…
If your professional regret boils down to the fact that you really are in the wrong career, it can be tempting to start thinking that it’s all too late, especially if you are of an older generation, but that simply isn’t true. Experience is experience, even if it’s in a different field, and many of the traits we associate with getting older – caring less of what others think, having a better idea of your own mind and less fear of failure – are all positives.
Don’t fret about regret
Professional regret is commonplace. It’s human nature to ruminate on the roads not taken and the advent of social media has only served to pour fuel on an already raging fire. With the right perspective, however, and through crafting and personalising existing work habits, it’s possible to make your current role more satisfying and temper some of those multiversal ponderings. If you’re truly dissatisfied, it’s never too late to make changes. But first, give a fair assessment to your reality. You may come to find that the real grass beneath your feet is greener than you thought, and certainly offers a more solid standing than its fictional counterpart on the other side.7
References
1 https://hbr.org/2023/03/are-you-hung-up-on-that-career-path-you-didnt-choose
2 https://www.imdb.com/title/tt6710474/
3 https://www.imdb.com/title/tt0047296/?ref_=nv_sr_srsg_0
4 https://hbr.org/2012/09/coping-with-career-regret
7 https://www.apa.org/pubs/journals/emo
10 https://www.youtube.com/watch?v=vJHkTtvnUqA
In today’s fast-paced world, productivity has emerged as a critical aspect of our daily lives. The conventional approach to productivity involves time management, but recent research indicates that energy management is a more sustainable method for improving productivity and well-being. By utilising insights from various disciplines, such as organisational psychology, social psychology, nutrition, mental health, stress management, fitness, and focus, individuals can devise strategies to systematically expand their energy reserves and achieve more in their daily lives. This article will delve into the importance of managing energy levels and present real-life examples of individuals and organisations that have successfully adopted energy management strategies.
Energy Management and Organisational Psychology:
Organisational psychology has demonstrated that individuals who efficiently manage their energy levels are more productive and engaged in their work. Establishing clear goals, prioritising tasks, and incorporating short breaks throughout the day can help sustain motivation and energy levels. For instance, Google has implemented a program called “Jolly Good Fellow,” allowing employees to take time off to work on personal projects, subsequently increasing creativity and productivity in the workplace.
Social Psychology and Energy Optimisation:
Social interactions play a vital role in energy management. Positive social support from colleagues and supervisors can enhance work engagement, job satisfaction, and overall energy levels. For example, Patagonia, an outdoor clothing company, encourages employees to partake in outdoor activities during work hours, resulting in increased productivity and employee satisfaction. Moreover, a study conducted by Halbesleben & Buckley (2004) found that employees who perceived high levels of social support at work experienced lower levels of fatigue and burnout.
Nutrition and Mental Health:
A balanced diet is crucial for maintaining energy levels throughout the day. Consuming regular, nutrient-dense meals with complex carbohydrates, healthy fats, and lean proteins can fuel the body and brain. A study by the Harvard Business Review discovered that employees who ate healthier meals had a 25% higher job performance than those who did not. Additionally, addressing mental health concerns such as anxiety, depression, or chronic stress can improve overall well-being and energy management. General Mills’ meditation program exemplifies this, as it reduced stress and increased employee productivity.
Stress Management and Fitness:
Regular physical activity is proven to boost energy levels and mood. Incorporating exercise into daily routines can reduce stress, improve cognitive function, and increase overall energy. The law firm Orrick, Herrington & Sutcliffe introduced a “wellness program” that includes exercise classes and meditation, leading to a 50% reduction in sick days among employees. Furthermore, practicing relaxation techniques like mindfulness meditation or deep breathing exercises can help control stress and maintain energy levels throughout the day.
Focus and Avoiding Distractions:
Distractions can rapidly drain energy reserves, making it challenging to maintain focus and productivity. Techniques such as the Pomodoro Technique, which involves working in focused intervals followed by short breaks, can help minimise distractions and optimise energy levels. This method is particularly useful for individuals who struggle with procrastination or find it difficult to concentrate for extended periods. Notably, the famous writer Ernest Hemingway used the Pomodoro Technique to help him write his books.
Conclusion:
In conclusion, managing energy rather than time is a more sustainable approach to enhancing productivity and well-being. By incorporating strategies from various disciplines, individuals can systematically expand their energy reserves and achieve more in their daily lives. Real-life examples of individuals and organisations that have successfully implemented energy management strategies demonstrate the effectiveness of these techniques in improving productivity and well-being. Taking care of oneself, including eating well, practising stress management techniques, engaging in regular physical activity, and avoiding distractions, is essential for maintaining optimal energy levels throughout the day.
References:
- Watanabe, N., Furukawa, T. A., Horikoshi, M., Katsuki, F., Narisawa, T., Kumachi, M., … & Cuijpers, P. (2018). A mindfulness-based stress management program and treatment as usual for university students with psychological distress: A randomised controlled trial. Psychological Medicine, 48(14), 2327-2336.
- Loehr, J., & Schwartz, T. (2003). The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal. New York: Free Press.
- Bakker, A. B., & Demerouti, E. (2007). The Job Demands‐Resources model: state of the art. Journal of Managerial Psychology, 22(3), 309-328.
- Chatterjee, S., & Yilmas, E. (2019). Nutrition and Well-being: A Systematic Review of the Impact of Food Choices on Mental Health. Journal of Behavioral Health Services & Research, 46(4), 674-690.
- Pronk, N. P., Katz, A. S., Lowry, M., & Payfer, J. R. (2012). Reducing occupational sitting time and improving worker health: the Take-a-Stand Project, 2011. Preventing Chronic Disease, 9, E154.
- Cirillo, F. (2018). The Pomodoro Technique: The Acclaimed Time-Management System That Has Transformed How We Work. Penguin.
It’s a common belief that achieving success in our careers or personal lives will lead to greater happiness and life satisfaction. However, social and developmental psychology research has shown that this is not always the case. In fact, the correlation between achievement and happiness is often weak or non-existent. (Diener & Seligman, 2002).
Success at a cost
One reason for this is that achievement is often accompanied by pressure, stress, and anxiety. High achievers may feel that they are constantly under scrutiny and must maintain their success in order to be seen as valuable or worthy. This pressure can lead to burnout, emotional exhaustion, and a sense of emptiness or lack of fulfilment (Curnow, 2019).
For example, Olympic gold medalist Michael Phelps achieved unprecedented success in his swimming career but struggled with depression and suicidal thoughts. Phelps stated in an interview with CNN (2018) that he had achieved everything he had ever wanted in his swimming career, but he still felt empty and lost. Similarly, billionaire entrepreneur Elon Musk has reported feeling depressed despite his many accomplishments. Musk once tweeted, “The reality is great highs, terrible lows and unrelenting stress. Don’t think people want to hear about the last two.”
Mindset and habits
These anecdotes are supported by cognitive and behavioural psychology research, which suggests that our level of happiness is influenced more by our mindset and daily habits than by external factors such as achievement or material possessions (Lyubomirsky, Sheldon, & Schkade, 2005). Studies have shown that individuals who practice gratitude, mindfulness, and social connection tend to report higher levels of life satisfaction, regardless of their achievements (Lyubomirsky, 2013).
Social support and emotional stability
One study by King and Hicks (2007) found that life satisfaction was positively correlated with social support and emotional stability, but was negatively correlated with ambition and achievement. The researchers suggested that high-achieving individuals may prioritise their goals over their relationships, leading to a sense of isolation or disconnection.
Conclusion
In conclusion, while achievement can certainly bring a sense of accomplishment and pride, it’s important to recognise that it doesn’t necessarily guarantee happiness. The pressure and stress that often accompany achievement can lead to feelings of emptiness or lack of fulfilment. It’s important to focus on cultivating positive habits and a healthy mindset in order to lead a fulfilling and satisfying life, regardless of external accomplishments.
References:
Curnow, T. (2019). The dangers of high achievement: How success can lead to burnout. Psychology Today. Retrieved from https://www.psychologytoday.com/gb/blog/the-couch/201904/the-dangers-high-achievement-how-success-can-lead-burnout
Diener, E., & Seligman, M. E. (2002). Very happy people. Psychological Science, 13(1), 81-84.
The campaign of SNP leadership hopeful Kate Forbes came off the rails in February when her views on marriage equality, steeped in her deep evangelical faith and considered antiquated by much of today’s society, led people to argue that she could not be elected to govern a country like Scotland, whose values are so starkly unaligned with her own.
Subsequent discussions around Forbes’ views and the effect they have had on her leadership bid have divided commentators. Some proclaim the backlash to be a form of religious intolerance, a further example of ‘cancel culture’ orchestrated by an overzealous woke mob, narrowing the ideological field and denying a plurality of thought in public life. Others have simply assessed that Forbes is entitled to her views but that, in a democratic system, possessing views that are plainly at odds with the majority of her would-be constituents was always likely to have a negative political impact – that she is entitled to her faith, just as those who disagree with her are entitled to lend their votes elsewhere.
Regardless of where you stand, the issue raises interesting questions around the role of diversity of thought in leadership, whether ideological clashes in the workplace are possible, and whether they can potentially even be beneficial.
Diversity in the workplace
“The chains of habits are too light to be felt until they are too heavy to be broken.”[1] This saying – attributed by some to Samuel Johnson, by others to Bertrand Russell – is apt when it comes to diversity in the workplace. Far too late in the day, employers realised that their workforces were stiflingly homogenous, most especially when it came to race and gender. Recent cultural reckonings have set the wheels in motion for change in that regard, with a newfound urgency placed on ensuring workplaces represent a wider spectrum of society. The benefits of those changes on a social level are obvious. But the benefits to businesses are too.
Research shows that companies with diversity outperform the competition by 35%[2] and are 70% more likely to capture new markets [3]. While diverse teams are 87% better at making decisions [4], and diverse management teams lead to 19% higher revenue. [5] In other words, if you want a more successful business, you want a more diverse team.
Business leaders need to possess cultural competence to ensure they’re managing these diverse teams correctly. Cultural competence is defined as “the ability to understand, appreciate, and interact with people from cultures or belief systems different from one’s own.” [6] People of different cultures and backgrounds – be they ethnic, religious, economic, gender or sexuality based differences – naturally bring their life experience to their role, and offer a distinct viewpoint characterised by that experience.
A culturally competent leader knows how to balance those wide-ranging viewpoints and use them to drive innovation, productivity and engagement. But while having differing perspectives offers clear benefits in terms of a widening the thought pool, it also has the potential to engineer greater levels of conflict, with these sometimes clashing opinions or ideologies going head to head. How can businesses ensure (sometimes vehement) differences of opinion lead to innovation, not ruptures?
The role of conflict in the workplace
A lot of people are uncomfortable with conflict, especially in the workplace. They don’t want to come across as aggressive or obstinate, or be labelled with that most unshakeable of reputations: “difficult”. But that relationship to conflict is flawed, built on the premise that conflict must always be in some way negative, that there must be a winner and a loser, and you don’t want to be the latter. But conflict that stems from a positive place and is well managed offers far more advantages than disadvantages.
Creative friction and stress-testing ideas results in superior quality output. As Liane Davey, author of You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done notes, “Conflict allows the team to come to terms with difficult situations, to synthesize diverse perspectives, and to make sure solutions are well thought-out.” Adding, “Conflict is uncomfortable, but it is the source of true innovation, and also a critical process in identifying and mitigating risks.” [7]
The way conflict is handled is obviously crucial to how your team functions. If your colleagues are obstinate, only looking to put their own point across and battling for it to win as a sign of their corporate supremacy, you’re doomed. But if everyone around the table is willing to listen to other ideas, willing to challenge them and willing to be challenged in turn, then not only will the standard of ideas improve, as it’s being assessed from a wider variety of angles and facing up to more prominent scrutiny, but relationships amongst the team will improve too. Instil a culture where colleagues can disagree in the boardroom but know that each of their ideas are being heard and that they can all head out for drinks later with no hard feelings, and there’s no telling how vast the improvements in your employees’ performance and mood will be.
Diversity of ideas
As well as the obvious need for diversity in more overt and definable areas like race and gender, it’s also important to employ a diverse spectrum of ideas. A racially diverse company made up of entirely the same cultural or political leanings can lead to a homogeneity of thought that proves restrictive. The need to employ workers whose views oppose our own can be an uncomfortable idea, as we tend to feel more at ease around like-minded personnel. But as Dr. Katherine Phillips notes in UC Berkeley’s Greater Good Magazine, “When disagreement comes from a socially different person, we are prompted to work harder. Diversity jolts us into cognitive action in ways that homogeneity simply does not.”[8] Research shows that homogenous groups are more confident in their performance, but that diverse groups are more successful in completing tasks. [9]
Ensuring a business contains diversity of thought falls on the boss’ shoulders. As a paper exploring ways of harnessing plurality of thought in the digital age notes, “In a boss/subordinate culture, toeing the boss’s line is a given, and alignment of thought is subtly encouraged and rewarded.”[10] The danger is that managers tend to prefer ideas that echo their own. A suggested solution for this is to – on top of ensuring your team has a plurality of thought, including potential contrarians – use what engineers call the failure mode effects analysis (FMEA). FMEA works by identifying and exploring the potential ways a new idea or system may fail, rather than purely assessing its positives. This can go against our natural instincts, especially if it’s an idea we’re passionate about, but forcing ourselves and those around us to search for the negatives in even our best ideas is a useful tool to ensure the idea stands up to scrutiny, as well as helping to normalise the practice of challenging all ideas on a meritocratic basis. Research has found that a strong, homogeneous culture can stifle natural cognitive diversity due to the pressure to conform. [11] A good manager will foster an environment where all thoughts – including and especially ones diametrically opposed to their own – are given a chance to be heard.
Conclusion
Diverse workplaces have greater levels of success because they produce a greater plurality of thought. A company culture that encourages employees to challenge ideas in a healthy and constructive way – and provides a platform for a whole spectrum of viewpoints – allows for enhanced creativity and innovation. It’s the right thing to do from an equality standpoint, it’s best for business, and it helps engender employees with a healthier relationship to conflict.
References
3 https://hbr.org/2013/12/how-diversity-can-drive-innovation
4 https://www.peoplemanagement.co.uk/experts/research/diversity-drives-better-decisions
5 https://www.bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx
6 https://hbr.org/2021/12/are-you-prepared-to-lead-a-diverse-team
7 https://hbr.org/2018/01/why-we-should-be-disagreeing-more-at-work
9 https://hbr.org/2018/01/why-we-should-be-disagreeing-more-at-work
11 https://www.cultureamp.com/blog/benefits-diversity-in-workplace
In this article, we’ll take a closer look at one of the most commonly used motivation theories in the workplace and explore how self-determination can be balanced with autonomy and alignment to organisational strategy.
Self-Determination Theory (SDT) is a framework for understanding the factors that promote or undermine intrinsic motivation, which refers to doing something because it is inherently interesting or enjoyable rather than because of external rewards or pressure.
Self-Determination Theory
According to SDT, three basic psychological needs must be satisfied to foster intrinsic motivation: autonomy (having control over one’s own actions), competence (feeling capable and effective), and relatedness (feeling connected to others) (Ryan & Deci, 2020). When these needs are met, people are more likely to feel intrinsically motivated and engaged in their work.
In practice, employers can apply SDT principles by providing employees with opportunities to make choices, express creativity, and take on meaningful projects that align with their interests and values (autonomy); by offering training and support to help employees develop their skills and expertise (competence); and by fostering a sense of community and teamwork, and providing regular feedback and recognition (relatedness) (Deci et al., 2017).
Autonomy vs alignment
While some may wonder how to balance autonomy and alignment to overall strategy, it’s important to understand that autonomy and alignment are not mutually exclusive. In fact, they can complement each other and enhance employee motivation, job satisfaction, and organisational performance.
To achieve this balance, employers can provide employees with a clear understanding of how their work contributes to the organisation’s overall strategy. When employees understand how their work fits into the big picture, they are more likely to feel a sense of purpose and alignment and can make informed choices about how to approach their work in a way that supports the overall goals of the organisation.
At the same time, employers can provide employees with a degree of autonomy in how they approach their work. This can be achieved by giving them the freedom to make decisions about how to carry out their tasks, providing opportunities for them to take on projects that align with their interests and skills, and empowering them to innovate and generate new ideas.
In practice
Here are some practical tips for balancing autonomy and alignment in the workplace:
- Clarify the overall strategy: Ensure that employees understand the organisation’s overall strategy and how their work contributes to it. This can be achieved through regular communication, setting clear goals and expectations, and providing context and feedback on how their work impacts the organisation.
- Provide autonomy within parameters: Provide employees with a degree of autonomy in how they approach their work while ensuring they understand their role’s parameters and expectations. This can be achieved through clearly defining job responsibilities and expectations and providing opportunities for employees to make decisions within their roles.
- Foster a culture of innovation: Encourage employees to generate new ideas and take calculated risks to support the organisation’s overall strategy. This can be achieved through providing resources and support for innovation, recognising and rewarding creative thinking, and creating a safe and supportive environment for employees to take risks.
- Empower employees to make choices: Provide employees with opportunities to make choices about their work, such as setting their own goals, determining their own work schedules, and selecting projects that align with their interests and skills. This can help to foster a sense of ownership and accountability for their work.
Summary
In summary, combining autonomy and alignment with overall strategy is essential for creating a motivated and engaged workforce. By providing employees with a clear understanding of the overall strategy and the autonomy to make decisions within their role, organisations can create a culture of innovation and creativity that supports both individual and organisational goals.
References
Deci, E. L., Olafsen, A. H., & Ryan, R. M. (2017). Self-determination theory in work organizations: The state of a science. Annual Review of Organizational Psychology and Organizational Behavior, 4, 19-43. https://doi.org/10.1146/annurev-orgpsych-032516-113108
Ryan, R. M., & Deci, E. L. (2020). Intrinsic and extrinsic motivation from a self-determination theory perspective: Definitions, theory, practices, and future directions. Contemporary Educational Psychology, 61, 101860. https://doi.org/10.1016/j.cedpsych.2020.101860
Motivation is one of the key factors that drives employees to work towards achieving their goals in the workplace. In a competitive business environment, organisations constantly seek ways to motivate their employees to improve productivity and performance. Organisational psychologists play a critical role in designing and implementing motivational strategies that can drive employees to perform at their best. This article will discuss various types of motivation that an organisational psychologist may recommend in a workplace.
Motivation theories
- Maslow’s Hierarchy of Needs Theory: Maslow’s theory is one of the oldest and most well-known motivational theories. The theory proposes that humans have five basic needs: physiological, safety, love and belonging, esteem, and self-actualization. The theory suggests that these needs form a hierarchy, with the most basic needs at the bottom of the hierarchy and the most advanced needs at the top. The theory suggests that as lower-level needs are met, employees are motivated to move up the hierarchy to meet higher-level needs.
- Herzberg’s Two-Factor Theory: Herzberg’s theory suggests that two types of factors affect motivation: hygiene factors and motivators. Hygiene factors are factors that do not lead to motivation, but their absence can lead to dissatisfaction. Examples of hygiene factors include salary, working conditions, and job security. On the other hand, motivators are factors that directly contribute to motivation. Examples of motivators include recognition, responsibility, and opportunities for growth and development.
- Self-Determination Theory: Self-determination theory proposes that people are naturally motivated to grow, develop, and achieve their goals. The theory suggests that individuals are motivated when they feel a sense of autonomy, competence, and relatedness. Autonomy refers to the need to have control over one’s own life, competence refers to the need to feel capable and effective, and relatedness refers to the need to feel connected to others.
- Expectancy Theory: Expectancy theory suggests that motivation is driven by the belief that effort leads to performance, performance leads to rewards, and rewards are valuable to the individual. The theory suggests that individuals are motivated when they believe that their effort will lead to good performance and that good performance will lead to valuable rewards.
Application of motivational theories
These motivational theories can be applied in a variety of ways in the workplace. For example, organisations can apply Maslow’s hierarchy of needs theory by ensuring that their employees have access to basic physiological and safety needs such as adequate rest and comfortable working conditions. They can also provide opportunities for growth and development to help employees achieve their self-actualization needs.
Herzberg’s Two-Factor theory can be applied by ensuring that hygiene factors such as job security and salary are in place while also providing opportunities for recognition and responsibility to serve as motivators.
Self-determination theory can be applied by allowing employees to have more autonomy in their work, providing opportunities for skill-building and development, and creating a supportive work environment that fosters positive relationships.
Expectancy theory can be applied by setting clear performance expectations, providing resources and support to help employees achieve those expectations, and offering valuable and meaningful rewards.
Examples
One example of a company that has successfully applied motivational theories in their workplace is Google. Google provides its employees with a supportive work environment, ample opportunities for growth and development, and a range of benefits such as free meals and on-site healthcare. The company also encourages autonomy by allowing its employees to work on projects that interest them, and recognises their achievements through its “Peer Bonus” program.
Another example is Zappos, an online shoe and clothing retailer. Zappos offers regular feedback, encourages autonomy and provides opportunities for growth and development by allowing its employees to take on new roles and responsibilities.
The explosive unveiling of ChatGPT at the end of last year set the professional world alight with questions regarding the role AI will play in the future of work. For many in the creative industry, the instant reaction was one of fear and despondence. Everyone knew that artificial intelligence would one day reach a point where it was able to replicate human language to such a standard, but no one saw it coming this quickly. As such, many creatives naturally entered survival mode, perceiving the proficiency of this technology as a declaration of war on their livelihoods. This reaction is both rational and irrational.
ChatGPT (or one of its many language learning rival platforms) will change how businesses work, especially with regards to customer-service and creative output. And there will be job displacement, as well as a great deal of retraining. That’s the downside. The upside is that we’ve been here before with other industries (and those whose roles are now in jeopardy were conspicuously less vocal when it was blue-collar jobs on the chopping block), and we found a way through. Spellcheck did not mark the end of proof-readers, even the most automated factories still require human supervision, and, though there’s not a human alive that could beat a robot at chess, the game lives on and is enjoyed by many around the world. To re-work an iconic line from a film franchise – one that explores the potential dangers of human folly in innovation – life finds a way.
What is ChatGPT?
Perhaps we’ve gotten ahead of ourselves. For those who’ve been living under a rock these past months, it’s probably best to start by explaining what this platform everyone’s been making such a fuss about is and what it does. And who better to explain that than the platform itself? When asked to describe its purpose and function, ChatGPT states:
ChatGPT is a large language model developed by OpenAI. It uses deep learning techniques, specifically the transformer architecture, to generate human-like text based on the input it receives.
The way ChatGPT works is by taking in a prompt of text as input and then generating a response based on the patterns it has learned from the vast amount of text data it was trained on. The model has been trained on a diverse range of texts from the internet, including web pages, news articles, and books, among others. As a result, it has acquired a broad understanding of language and can generate a response in various styles and on many topics.
Essentially, it gives human-sounding responses based on a prompt, pulling its answers from the recesses of an expansive database. The more generic the prompt, the more generic the response and vice versa. Upon its release, The Times declared it “the world’s first truly useful chatbot.”1 Meanwhile, VentureBeat said generative AI was “revolutionising how we experience the internet and the world around us.”2 High praise. But is it warranted?
What are the benefits?
The benefits of ChatGPT and its generative AI counterparts are immediately clear. It produces, in a matter of seconds, answers on pretty much any topic, in whatever form the user requests, be that article, social media post, etc. Not only that, but the writing is consistently functional, if still a way short of being anything more than that. For basic written tasks, it’s undeniably a time-saver. In a customer service capacity, for example, it can instantly access and collate a vast pool for information and provide it to a customer in need in real-time, improving customer satisfaction and freeing up the customer service operator’s time for potentially less menial tasks.
Similarly, DALL-E2, ChatGPTs visual equivalent, also made by OpenAI, has stark and immediate benefits. For someone looking to add visual flare to a presentation, they can simply type in a prompt for the sort of imagery they want and have something ready in seconds, as opposed to hiring a designer or illustrator, which is more time-consuming and costly. Or they can show an AI-produced image to their design team before a project begins to give them a better idea of the kind of assets they’re hoping to receive.
What are the disadvantages?
Obviously, there are drawbacks too – for employers and employees alike. OpenAI itself acknowledges that ChatGPT has “the potential to occasionally generate incorrect information or biased content,” as well as having a “limited knowledge of events or knowledge after 2021,”3 the year the model was trained. Galactica, Meta’s own large language model, was taken offline after just three days. In that brief spell, the model was found to be unable to distinguish fact from falsehoods and would fabricate papers (that it would attribute to genuine authors), including generating wiki articles about “the history of bears in space.”4
Generative AI like ChatGPT is also thought to be susceptible to cyber-attacks, whether that’s the spreading of malware or gathering of personal data for phishing scams. That’s not to mention the more dystopian possibilities. One user asked ChatGPT itself what the worst possible outcome of its implementation would be for human employment. Its response? “The worst possible outcome of human employment of ChatGPT would be if it caused widespread unemployment and social upheaval, leading to societal collapse.”5
There’s a bleak hilarity to the model’s casual acknowledgement that it may help bring about the end times, but it points to genuine concerns regarding the job market, where its impact will be felt acutely. Once-stable careers could well fade from view, and quickly. As cashiers and manufacturers discovered some time ago, automation leads to upheaval. This time it will be on a scale previously unimagined. The implications for businesses are obvious – how many cuts? Where? What level of loyalty do they owe their employees? On a more macro level, governments around the world will be forced to contend with the possibility of thousands, potentially millions, of previously stable members of the workforce finding themselves in the unemployment line.
The less doom-laden news is that it won’t happen yet. The software is hugely impressive but its writing to date lacks spark, meaning that while it may suffice for basic, more turgid corporate work, for anything more creative it has a way to go. But the next iteration will improve, and with its increased sophistication, these issues will increasingly come to the fore.
What next?
Realistically, the only option is to embrace AI in some form or other, lest we face the fate of the last silent film stars, unable to find their worth in a world of sound. For as long as there has been technology, there have been technological advancements. This is a seismic one, but not necessarily a death knell or guarantee of future obsolescence. As noted earlier, ChatGPT’s output is only as good as its input. The ability to maximise the quality of that output through a smart use of prompts will soon become a pivotal skill. And for so long as the quality of the software’s writing remains competent but limited, adding more interesting layers to quickly generated AI jumping off points may prove key too. Though there are pitfalls to that…
AI and creativity
The acclaimed author Ted Chiang recently offered his views in the New Yorker. One of his primary concerns was the impact on originality, particularly regarding writing. “If you’re a writer, you will write a lot of unoriginal work before you write something original,” he said. “And the time and effort expended on that unoriginal work isn’t wasted; on the contrary, I would suggest that it is precisely what enables you to eventually create something original.”6
More specifically, on the idea of ChatGPT’s potential role as a tool for kickstarting ideas that could then be sharpened and expanded on, he writes:
Your first draft isn’t an unoriginal idea expressed clearly; it’s an original idea expressed poorly, and it is accompanied by your amorphous dissatisfaction, your awareness of the distance between what it says and what you want it to say. That’s what directs you during rewriting, and that’s one of the things lacking when you start with text generated by an A.I.
Legendary musician Nick Cave goes one further when discussing AI-generated music. “It could perhaps in time create a song that is, on the surface, indistinguishable from an original,” he says, “but it will always be a replication, a kind of burlesque.”7 Before adding, in potentially the most Nick Cavey of all Nick Cave quotes, “Songs arise out of suffering…data doesn’t suffer.”
Conclusion
The truth is that, as of right now, we don’t know quite how impactful AI tools like ChatGPT and DALL-E will prove to be. But the smart money is on very. As such, it’s worth taking time to understand the software now, at least in some capacity, so as not to be blindsided when more sophisticated versions of the software emerge in the future to truly shake things up.
AI will feature increasingly prominently in day-to-day work. This may cause professional displacement, or potentially it will make jobs we’ve long taken for granted more specialised. As we have learned in other industries, there will always be a market for the hand-crafted and bespoke – the homemade mixtape your friend tailored for you will always have more charm than the playlist the algorithm made. The future is uncertain, but as George Bernard Shaw said, “Progress is impossible without change.” Let’s hope the inevitable change AI instigates will take us forward.
References
1 https://www.thetimes.co.uk/article/could-chat-gpt-talk-google-out-of-a-job-v8g85vxl0
2 https://venturebeat.com/ai/the-future-of-generative-ai-and-its-ethical-implications/
3 https://www.forbes.com/sites/bernardmarr/2022/12/28/what-does-chatgpt-really-mean-for-businesses/?sh=7bd71c507d1e
5 https://innotechtoday.com/what-does-chatbot-gpt-mean-for-the-future-of-work/
6 https://www.newyorker.com/tech/annals-of-technology/chatgpt-is-a-blurry-jpeg-of-the-web
Leading by example is a long-standing trope. So far as it concerns setting the tone—it is the foundation for all that follows. However, one cannot expect to manage others effectively if they do not manage themselves well. That means being aware of your emotions and thoughts, processing and regulating them, and effectively dealing with high levels of sustained stress and its ripples.
Not a mantra but a mindset
Mindfulness, or being mindful, is an idea that many of us are familiar with. We hear it used in various contexts and situations, yet, for many, it is as ambiguous as ubiquitous. Although it is slightly more complex than it seems, once we grasp its underlying meaning, the rest quickly falls into place.
Both an act and state of being, mindfulness implies being aware of the present moment and, crucially, understanding its effects and impermanence. It is a concept that has been explored in Buddhist teachings for thousands of years but has reached a critical mass contemporarily because it is really about how we navigate our human experience. Here are some beginning parameters:
- Mindfulness is not the same thing as meditation; instead, meditation is an exercise in mindfulness. One is a mindset the other is a formal practice. One cannot easily meditate during the day, especially at work, but one can be mindful anytime, anywhere.
- It is less something for you to do and more a state of being that is best characterised by awareness and acceptance. The latter is not passive but a means of moving on to what comes next.
- Regarding and building upon the last point, mindfulness is deriving positives from what is happening now or not allowing the negatives to alter the future detrimentally.
In the current era we live in—defined in part by its relentless pace, high visibility, technology-driven communication overreach, and burn-out-oriented lifestyles—mindfulness is a necessity. You may already be practising it without knowing that you are. If that is the case, expand from that base. What is more, the better you become at being mindful, the more likely you are to minimise stress and potentially gain some of these additional mental health benefits:
- Externally, better emotional regulation and reactivity.
- Internally, plugging deeper into somatic experiences (i.e., sensations and emotions).
- Broader self-awareness and an attuned understanding of one’s habits and patterns.
- A reduction in mental fatigue, an increased capacity for focused decision-making and the power to contend with anxiety and doubt.
- More clarity at points of physical fatigue.
Not surprisingly, mindfulness-based relaxation techniques also boost overall well-being. In this way, it is a foundation for everything that comes after. Moreover, its evident slant towards processing somatic experiences and managing a range of psychosocial dynamics promotes healthier relationships. Within leadership, your greatest skill is adroitly managing your charges. The second to that is managing yourself. Mindfulness holistically aids both.
It starts within
Self-management is the bedrock of employee management. It requires being and projecting calm, impulse control, applying short, medium, and long-term vision, making hard decisions at difficult moments, reading and responding to subtle or hidden cues, navigating factors outside of one’s control, and overcoming consistent stress. Let us expand on the last since effective stress management buttresses the potentiality to execute most leadership tasks.
Stress is universal, but leaders contend with the highest levels of review and scrutiny because they are ultimately responsible. They face numerous and sometimes-unknowable problems. If the unexpected provides some mitigation for setbacks, it does not shield anyone from the fallouts of unmet objectives. There must always be answers or solutions. For this reason, leaders must be answerable to the present, future, and sometimes even the past. Eliminating stress is, therefore, not a reasonable goal when these are the stakes, and its triggers are particularly multi-layered for those making decisions. Rather than seek the impossible, or hide from the inevitable, stress management is then a twin pillar of performance and leadership.
Under the surface, the amygdala is the area of the brain that processes feelings and memories associated with anger and fear and governs strong or sudden emotions. Duly, it is responsible for the fight-or-flight response. When facing a perceived threat, the amygdala will send information to other parts of the brain to prepare the body to face the situation or flee. While its primary role may relate to survival, it is also essential to daily functioning. Without this, we risk amygdala hijacking, losing control, and generating overemotional or irrational responses to situations that should not elicit them.
Additionally, research indicates that the amygdala influences cognitive functions such as memory formation, decision-making, attention, and social behaviour. Studies suggest that intense or chronic stress is linked to unwanted neuronal activity in the amygdala (Correll et al., 2005). Tangentially, synaptic plasticity, which is the ability for synapses to strengthen or weaken, and is tied to learning, may be impacted by stress (Vouimba et al., 2004). If nothing else, these findings reflect that the brain’s capability to respond optimally to anxiety or tense moments and carry out some basic cognitive tasks can be weakened by prolonged stress. One’s overall psychiatric state can be eroded or made erratic (Radley et al., 2015). These streams of neural activity also steal resources from the prefrontal cortex, the part of the brain utilised for effective problem-solving. If stress is unavoidable and destructive, dealing with it, and being able to reset amid tremendous pressure, is of the utmost importance.
Training your mind and body
There is not a more competitive environment than the world of elite sports. Today’s most successful teams hire specialists from inside and outside the game to maximise all aspects of performance. Routinely, mindfulness coaches work with athletes to overcome performance constraints like anxiety, doubt, distraction, and physical and mental fatigue. These problems extend beyond sports; we must also learn to push back these disruptive forces.
On an upcoming episode of the 1% podcast, we sat down with Christian Straka, a former professional tennis player who is now a mindfulness-based mental performance coach for Adidas running. He is a member of the International Mindfulness Teachers association and works closely with the Mindful Awareness Research Centre at the University of California Los Angeles. It is one of many. The fact that these types of organisations and institutions exist reiterates interest in and the value of mindfulness. Christian himself views mindfulness as ‘the next great competitive edge.’
If athletes turn to mindfulness for marginal gains, you should too. So how do we train our minds to perform better in comparatively more mundane circumstances? Think of mindfulness as you would fitness. Develop a routine. There are health-based apps for yoga, relaxation and other related practices. For those starting from scratch, there are one-stop mindfulness apps offering everything from instruction, guided meditation, sleep schedules and data sets for mind-body health. Helpful as these are, mindfulness is about more than using technology. Eventually, it has to come from a deeper place. We must be the gadget, as Christian advises. Hence, the change must come from within. That means making mental health more of a priority.
Incorporating mindfulness practices is not always easy for those whose schedules are already overburdening, and we frequently assume we do not have time. That stance may seem practical and inconsequential, but it is an example of the mental training paradox, which has to do with rationalising a lack of personal investment in committing ourselves to mental health. We make excuses for not caring for our minds like we would our bodies. We should be wary of these thoughts. Even minor changes can spark significant transformation down the line. Forbes Health offers these tips for the workday:
- Set reminders to be present – check in with yourself periodically; this allows you to reset and focus on the immediate.
- Sense the bottoms of your feet – this promotes interoceptive awareness and deescalates your flight or flight mechanism.
- Taking deep breaths – helps restore your parasympathetic nervous system, ushering in a calmer state by delivering oxygen to your brain, which helps you think clearly and make better decisions.
- Focus on your heart – now shift attention to the area around your heart; use box breathing or take slow breaths until you feel at ease. This exercise cools the body’s stress response.
- Reframe your perspective – recognise stressful or unwanted thoughts and blunt their effect by relativising outcomes or situations
- Be aware of your body – notice where you are physically expressing stress, tension or anxiety, then try to release it through progressive muscle relaxation by tightening different body areas and releasing them.
- Push the pendulum the other way – acknowledge that some things may create unease inside you, but appreciate what is going right.
Replenishment, rest and recovery, reframing
Emotional intensity wears us down. Focus is lost more easily when fatigued. There is an obvious need to deal with stress when it surfaces, but what about after? How do we stop a cycle of mental and physical erosion, which feed off each other? The most important answer is allowing oneself means of replenishing and modes of relaxation during and after the workday.
Recovery does not pertain to the body alone. It is a means of dealing with and overcoming stress, and its role is paramount relative to performance. Rest matters. Simply put, we cannot reach our peak physical or mental performance levels—and sustain them—without establishing a consistent and healthy sleep routine. The same can be said for de-escalation and relaxation at home. Establish firm boundaries between your work life and personal life.
Reframe your relationship with stress. Many believe overcoming intense periods of pressure created a foundation for later success and shaped who they are. Surveys show that we associate these points in our professional lives with growth. We repackage it as fuel. The suffering is made to appear necessary. It is not. Just because stress is inevitable in the corporate world, we should not celebrate it. Mindfulness teaches us to work well through difficult moments, to minimise the damage, and give us a basis to recover after.
At points of acute stress, be aware that the current moment is temporary, and take concrete steps to reduce your anxiety and tension. This awareness separates the very best performers from everyone else. It is not entirely about skill or talent but about aptitude to deal with the moment.
Stress filters out
Workplaces are social ecosystems. That last word is intentional; it implies a purposeful balance. As discussed in a previous 1% Extra article, leadership, organisational structure, the material office environment, and opportunities for cooperation and promotion contribute toward cultures of meaning. Scientific research and analysis from the Harvard Business Review show that these factors also affect employees’ well-being, happiness, sense of purpose, and performance. Stress, as an element, is a fifth column. It disrupts the balance in the workplace, impedes productivity, and creates low morale.
Thus, try to reduce the impact of the inevitable. Many companies offer training on how to mitigate stress, which sheds light on adverse health effects. Encourage others to take up these types of programmes if available, and implement them if they are not already. Mental health is not and should not feel like a stigma. Do not let people get stressed out about being stressed out.
Learn to recognise and eliminate stress factors in your control. You may be one of them. Through expectations and demands, managers can escalate a group’s anxiety level. Actively support team members by displaying a level of investment in them. This small act shows that you are aware and supportive. As a leader, this is a skill you should have and rely on to inspire.
Conclusion
The corporate professional landscape often generates stress as a fait accompli. Therefore, navigating obstacles in one’s mind matters as much as navigating everything else. Mindfulness, as a force encompassing reflection, perspective and responsiveness, is not a marginal gain. It is a must. Being mindful throughout the day supports mental and physical health and strengthens your outward demeanour and social relationships.
Use the numerous apps, therapies, activities, and meditative outlets available. Anything that works has merit, at least in the short term. However, by approaching feelings of anxiety, mental and physical exhaustion, or any other manifestation of stress through mindfulness, you may see more significant benefits in the long term. In this regard, it is wide-ranging and far-reaching. It is exponential, so add it to what is already benefitting you. During high-pressure situations, it offers a sense of calm. As concerning matters pile up in your inbox or fester in your head, it brings focus and positivity.
Incorporating mindfulness into your day can be simple, even during the busiest times. Engaging in a few brief positive exercises can have a lasting impact. Every hidden advantage counts even more as the stakes rise. You need to be at your peak when things are on the line. When that is impossible, you need to perform well through adversity. Remember, influential leaders do not ignore stress or suppress emotions; they contend with them like they would any problem or task. That means finding mindful solutions.
References
Achor, S. (2012, January 1). Positive Intelligence. Harvard Business Review. https://hbr.org/2012/01/positive-intelligence
Borst, H. (2021, November 16). How To Practice Mindfulness On The Go. Forbes Health. https://www.forbes.com/health/mind/how-to-practice-mindfulness-on-the-go/
Correll, C. M., Rosenkranz, J. A., & Grace, A. A. (2005). Chronic Cold Stress Alters Prefrontal Cortical Modulation of Amygdala Neuronal Activity in Rats. Biological Psychiatry, 58, 382–391. https://doi.org/10.1016/j.biopsych.2005.04.009
Dalton, S. (2022, December 16). Creating and fostering cultures of meaning. Steering Point Leadership Advisory Firm. https://steeringpoint.ie/insights/creating-and-fostering-cultures-of-meaning/
Frothingham, M. B. (n.d.). Fight, Flight, Freeze, or Fawn: How We Respond to Threats. Simply Psychology. Retrieved January 27, 2023, from https://www.simplypsychology.org/fight-flight-freeze-fawn.html
Guy-Evans, O. (n.d.-a). Amygdala Function and Location. Simply Psychology. https://www.simplypsychology.org/amygdala.html
Guy-Evans, O. (n.d.-b). Amygdala Hijack and the Fight or Flight Response. Psychology Today. https://www.simplypsychology.org/what-happens-during-an-amygdala-hijack.html
McDermott, N. (2022, August 12). What Is Mindfulness—And How Can I Incorporate It Into My Daily Routine? Forbes Health. https://www.forbes.com/health/mind/what-is-mindfulness/
Radley, J., Morilak, D., Viau, V., & Campeau, S. (2015). Chronic stress and brain plasticity: mechanisms underlying adaptive and maladaptive changes and implications for stress-related CNS disorders. Neuroscience and Biobehavioral Reviews, 58, 79–91. https://doi.org/10.1016/j.neubiorev.2015.06.018
Vouimba, R.-M., Yaniv, D., Diamond, D., & Richter-Levin, G. (2004). Effects of inescapable stress on LTP in the amygdala versus the dentate gyrus of freely behaving rats. The European Journal of Neuroscience, 19(7), 1887–1894. https://doi.org/10.1111/j.1460-9568.2004.03294.x
