Embracing Humanistic Ethics: Overcoming Workplace Cynicism

My son is 18. He's still in high school but starting to think about entering the work world. He's cynical. Extremely cynical. He's absorbing messages about worker oppression and corporate exploitation. While I'm glad he knows what he doesn't want, he seems to think ALL workplaces are bad. And this simply isn't true. Not all workplaces are oppressive, some are, but most of the ones I've been in have been good places to work overall. I've worked with truly excellent people over the years. But this does mean that employers who are trying to do a good job - need to make sure prospective employees know this, because if my son is any indication, the next generation is not going to be willing to tolerate explotation in the workplace.

The Reality Check

I understand the concerns fueling workplace cynicism. Discussions about worker oppression are vital, shedding light on issues that need urgent attention. However, it's equally important to acknowledge that not all workplaces are exploitative. Let's challenge the stereotype and explore the reality of creating environments that prioritize humanistic ethics.

We need to find a way to eliminate bad workplaces and ensure that workers at all levels of society are treated with dignity and worth.

Defining Humanistic Ethics:

Humanistic ethics are the bedrock of creating a workplace that values individuals and their well-being. It encompasses fair treatment, transparent communication, and a commitment to fostering a collaborative and empowering culture.

All humans have dignity. Most humans want to contribute to their society. No human wants to be treated like dirt or that they don't matter. Young people want a better society. Those of us in positions of "power" need to make sure we help them create that better society.

Why Humanistic Ethics Matters:

Research consistently shows that companies embracing humanistic ethics experience higher employee satisfaction, increased productivity, and a more positive workplace culture. It's not just a moral imperative; it's a strategic advantage.

Contrast with Oppressive Practices:

To truly appreciate the impact of humanistic ethics, let's compare it with oppressive practices. While oppressive workplaces breed discontent and burnout, humanistic companies thrive on collaboration, innovation, and long-term employee loyalty.

Creating a Healthy Workplace

Proactive Measures:

Companies can take proactive steps to create a healthy, balanced workplace:

• Implement employee engagement programs by making sure their employees are included.
• Foster transparent communication
• Ensure fair compensation and benefits
• Provide opportunities for professional development

Collaboration Over Exploitation

Collaborative Culture:

A workplace built on collaboration prioritizes the collective success of its employees. It encourages open communication, idea sharing, and a sense of shared purpose. Mostly - it encourages employees to work together to get the work of the organization done. This requires inclusion and the treating of all employees as valued partners.

Success Stories:

Consider companies that have successfully transitioned to a collaborative, humanistic approach. The positive outcomes for both employees and the organization demonstrate the tangible benefits of prioritizing people over profit.

Overcoming Cynicism

Individual Empowerment:

Individuals can overcome workplace cynicism by actively seeking out companies with humanistic values. By aligning personal values with workplace culture, employees contribute to a positive work environment.

Changing the Narrative:

It's time to shift the narrative around work and employment. Let's focus on the potential for positive change through collective efforts, steering the conversation toward solutions rather than just highlighting problems.

Conclusion

As we navigate the complex landscape of modern work, let's hold onto hope for a future where workplaces are characterized by collaboration, fairness, and a genuine commitment to humanistic ethics. By fostering open dialogue and embracing a proactive mindset, we can contribute to a collective shift toward healthier and more fulfilling work environments.

Call to Action

I invite you to share your experiences and thoughts on creating positive workplace environments. Let's spread the message of humanistic ethics and encourage a broader conversation about the future of work. Together, we can shape a workplace culture that empowers individuals and fosters genuine collaboration.

Thoughts on Supportive Leadership Culture

According to the Michigan State University “An organization’s culture is responsible for creating the kind of environment in which the business is managed, and has a major impact on its ultimate success or failure.” What kind of culture has your organization adopted and how has it impacted your business?

I strive to create a supportive culture, where we support one another as humans first and colleagues.  This is also what I strive for in all my interactions.  I find that trust is the single most important factor in how effectively I work with others and how well we collaborate to solve problems.  When trust is absent, effective problem solving is absent too.  Instead of solving our collective problems, we end up viewing our colleagues as the problem that needs to be solved. This takes our focus away from the problems our business is trying to solve and puts our energy into things that don't move us forward. 

I find I can get more done in less time and with less energy expended, in a trusting environment. It's also WAY more pleasant to work in an environment where social trust is present. I don't have anxiety about my colleagues. I know we will support one another and I know that because trust has been established.

Richard Branson once famously stated “There’s no magic formula for great company culture. The key is just to treat your staff how you would like to be treated.” and Stephen R. Covey admonishes to “Always treat your employees exactly as you want them to treat your best customers. What’s your take on creating a great organizational culture?

I agree with both Branson and Covey. It's basically a version of the golden rule. How I teach it is a little different though.

Your life is made easier when the people around you are ethical, compassionate and responsible.  Your life is made harder when the people around you are missing even one of these attributes. For instance, if someone is ethical, and responsible, but not compassionate, it will make your life more difficult. If someone is compassionate and responsible but not ethical, it will make your life more difficult. If they are ethical and compassionate but not responsible, it will make your life more difficult.  

• If you want your life to be easier, you need to surround yourself with ethical, compassionate and responsible people.
• The ONLY way to get ethical, compassionate and responsible people to want to work with you, is to be ethical, compassionate and responsible yourself.
• Because if you are not ethical, compassionate and responsible, the good ethical, compassionate and responsible people of the world will want nothing to do with you.  

I consider this the true holy trinity of how we should strive to behave. Be the best person you can be in all your interactions with all the people you meet and you will find that the good people of the world will seek you out and want to work with you and it will not only make your life easier, it will improve your corporate culture and your ability to get things done effectively, ethically and responsibly.

Learn More:

If you want to learn how to create more supportive workplace cultures as a leader - consider taking my Humanistic Leadership Training Program and becoming a Certified Humanistic Leadership Professional.

https://humanistlearning.com/certified-humanistic-leadership-professional/

Culture Carriers

I participated in a panel on culture carriers and business icons.  Here are my notes from what I talked about.

Main Point: Culture is behavior. Culture is shaped by what we reward and what we ignore! 

Changing it requires ethical philosophy and behavioral science!

• Don’t confuse – charismatic leaders with culture
• Leaders are often branded and marketed – to help sell things. (Elon Musk for example.)
• Culture is created by what we reward and what we ignore.
• What do we measure? 
• Social Accounting. 

What do we value? Service to others!!! Yes!!!! This is key to creating a good culture.

• Humanistic approach – solving problems – making the world better
• Problem solving is collaborative
• Culture of dignity to make sure everyone is included in problem solving

Barriers to creating good cultures: Let's Use Science

• bullying and harassment
• All about exclusion
• Harms effective problem solving

Solutions:

• Humanistic philosophy (what do we value and want to reward)
• Behavioral science (what do we reward and what do we ignore)

Does culture influence performance? Or not? And can it be changed?

I really enjoy the reviews of literature that the Center for Evidence Based Management puts out. This one is on culture and performance. Is there a link?

https://www.cebma.org/wp-content/uploads/REA-Organizational-Culture-Performance.pdf

Findings:

1) Study quality on this question is quite poor.
2) No one seems to know what culture is or how to measure it in an organization
3) There is no evidence (or rather no studies done) that show a link between culture and behavioral outcomes.
4) No one knows what the tools actually measure. They may purport to measure culture – but they are actually measuring effectiveness. But they do correlate with outcomes and so can be helpful.
5) Organizational culture is a weak predictor for performance when compared to other factors (level C)
a. Demographics, and personality traits showed stronger links, and general mental ability stood out as a remarkably good predictor (ρ= .54) of performance
6) There is no evidence that specific outcomes are sensitive to organizational culture
7) There have been no studies that assessed whether interventions to change culture even work.

Conclusion: organizations and practitioners should be careful spending time and money on company-wide culture change programs as they are not likely to increase performance

The last bit to me is interesting and also not surprising. I teach how to use behavioral modification to change behavior -  and most people don’t know the science of how behaviors are changed so it’s likely that most programs are not actually teaching behavioral change at all. And – honestly – a training in and of itself – won’t change behavior. It can give people the tools they need to change their own behavior though.

What you should know is that the science on behavioral modification is clear – behaviors can be changed. So maybe we shouldn’t be looking at culture – as much as being really really really specific about what behaviors we want to reinforce, and which we want to eliminate entirely.

This is especially true as it relates to bullying/harassment. We do know bullying and harassment have a negative impact on productivity. So - it makes sense to try and eliminate it. Often - when people talk about culture - THIS (bullying/harassment) is what they are trying to change.

Let me help with these online courses.  - https://humanistlearning.com/category/bullyingharassment/