Businesses Ignore Deming’s Call for Real Behavioural Insight

W. Edwards Deming, the pioneering management thinker, strongly advocated for businesses to develop a deeper understanding of psychology in order to optimise systems, drive improvement, and bring joy and pride in work to the workplace.

“Understanding psychology, the study of human behaviour, is the key to managing people.”

Deming wrote. Yet decades after Deming’s teachings, most businesses remain woefully ignorant about true human psychology and behavioural drivers.

The Superficial ‘Pop Psych’ Fixation

Instead of delving into substantive research from psychology, cognitive science, and behavioural economics, the corporate world tends to favour simplistic “pop psych” maxims and heuristics. Businesses love to tout the latest bestselling books promoting ideas like “positive thinking”, “grit”, “growth mindsets”, or “mindfulness” as the secrets to better employee engagement and productivity. Consultants peddle pseudoscientific personality assessments built on shaky Jungian foundations. Corporate training programmes regurgitate self-evident platitudes about “emotional intelligence.”

Human Behaviour Is Central to Everything

This cavalier dilettantism toward psychology is concerning because human behaviour is central to every aspect of an organisation – its culture, management practices, teamwork, decision-making processes, innovation, marketing, you name it. If companies fail to rigorously study and apply research-based behavioural insights, they are effectively driving blind.

Ignoring the Science of Human Behaviour

Psychology is a legitimate field of science that has produced a wealth of empirical findings on human cognition, motivation, bias, social dynamics, and more. And not just academic theories, but proven applications in areas like user experience design, behaviour change, survey methodology, and marketing. Ignoring this body of knowledge is akin to an engineer neglecting physics or materials science.

The System of Profound Knowledge

Deming admonished that businesses must take a fundamentally different view of work, one focused on understanding systems holistically – including the human dimensions and variation. Yet even today, businesses tend to fixate on simplistic notions like employee incentives, traditional hierarchies, coercion, and other regressive pop psych-led management dogma. They give short shrift to the scientific realities of how people actually think, feel and behave.

A True Commitment to Understanding People

Of course, as Deming taught, psychology alone does not automatically confer excellence in management. It requires a coherent philosophy, sustained practice, and an unwavering commitment to continual learning, all of which many businesses still lack. But grasping human behaviour remains a crucial foundational layer.

For companies to truly embrace people-centric management as Deming advocated, they might choose to move beyond gimmicky pop psych trends and selective, self-serving interpretations of research. They may, instead, choose to dive deep into the expansive knowledge base of rigorous behavioural science – including the inconvenient truths it reveals – and apply those insights in thoughtful, judicious ways. Only then can businesses hope to make substantive and lasting improvements. Of course, improvement of any kind seem decidedly out of favour at the moment.

In any organisation, the beliefs and assumptions that everyone holds in common can have a profound impact on culture, productivity, and overall success. By neglecting shared assumptions and beliefs you may be missing out on harnessing the power of aligning them for optimal performance. But what exactly could this approach unlock for your organisation?

For Executives and Senior Managers

Shaping the Organisational Mindset

As a leader, you set the tone for the entire company’s culture and worldview. However, failing to examine and actively shape the company’s ingrained assumptions can lead to misalignment and hinder performance. Organisational psychotherapy illuminates existing belief systems – a.k.a. the collective mindset – and provides means to cultivate an organisational mindset centered on the things that matter to you, and a unified vision for success.

Transcending Limiting Assumptions

Over time, organisations develop deep-rooted assumptions that act as invisible shackles, limiting innovation, adaptation and achievement of goals. You could be missing out on breaking through these limitations by not exploring the underlying group psyche. Organisational psychotherapy techniques identify and reframe constraining assumptions, allowing you and your peers, and your workforce, to operate from an empowered, possibility-focused perspective.

For Middle Managers

Bridging Misaligned Beliefs

In the pivotal role of middle management, you navigate the shared assumptions of both leadership and frontline teams. Unaddressed, differing beliefs between groups can breed misunderstanding and hinder synergy. Organisational psychotherapy provides a framework for uncovering disconnects and fostering more cohesive, aligned assumptions across all levels.

Fostering Trust and Psychological Safety

Highly effective teams are built on a foundation of trust and the ability to take interpersonal risks. You could be missing out on this key ingredient if psychological barriers rooted in distrustful and deleterious assumptions remain unaddressed. Psychotherapeutic interventions help everyone examine and reshape beliefs around vulnerability, conflict, and collaboration.

For Technical Workers

Unleashing Pioneering Thinking

For technical roles requiring cutting-edge solutions, limiting assumptions around “how things are done” stifle innovation. You may be missing out on radically more effective approaches by not exploring and expanding your team’s collective assumptions about e.g. what is possible. Psychotherapy illuminates blind spots and reframes beliefs to open minds to truely different thinking.

Fostering Knowledge-Sharing

In highly specialised technical domains, knowledge-sharing is critical but often obstructed by entrenched assumptions of competence hierarchies or domain territoriality. Organisational psychotherapy provides means to surface and reflect on these counterproductive beliefs, instead opeing the door to assumptions that celebrate joyful work, collaborative growth and learning.

Summary

Embracing organisational psychotherapy unlocks an often-overlooked yet powerful source of competitive advantage – the shared assumptions and beliefs that underpin an organisation’s culture, communication, and performance. By neglecting this dimension, you may be missing out on by not giving organisational psychotherapy serious consideration as a powerful tool for your toolbox:

For Executives and Senior Managers:
The ability to purposefully shape an organisational mindset aligned with your shared vision and strategic objectives. As well as the opportunity to transcend limiting assumptions that constrain innovation, adaptation, and achievement.

For Middle Managers:
A framework for bridging misaligned beliefs across levels that breed misunderstanding and hinder synergy. And fostering a bedrock of trust and psychological safety that enables teams to take interpersonal risks and collaborate effectively.

For Technical Workers:
Unleashing pioneering, radically different thinking by reframing beliefs around “how things are done.” And cultivating knowledge-sharing by dispelling assumptions of competence hierarchies and domain territoriality.

At every level of an organisation, insidious assumptions and beliefs can act as unseen forces, obstructing potential and stalling progress. You could be missing out on dismantling these forces and instead harnessing the power of shared vision, alignment of mindsets, and collaborative beliefs.

Organisational psychotherapy provides the insight and means to illuminate, examine, and reflect on the collective beliefs and assumptions influencing your organisation’s culture and performance. Is it yet time you explored how to unleash this underutilised power and stop missing out on achieving new heights of success?

The Visionary Notion

What if the primary driving force behind commercial and economic endeavors wasn’t the pursuit of profits, but rather benefiting society, the species, Gaia, and the planet? A visionary notion, to be sure, that seems to defy conventional capitalist wisdom. Nevertheless, if we allow our imaginations to roam freely and look back at periods in history where ethical business practices held sway, we can depict a world truly transformed by this paradigm shift.

Profit Motives vs. Ethics and Humanity

Throughout most of human history, the profit motive has reigned supreme in the business realm. However, there have been notable exceptions driven by religious teachings, philosophical movements, and social ideals that prioritised ethical conduct over mere grubby accumulation of more and more wealth. The Quakers, for instance, were renowned for their commitment to honest dealings and consideration of employee welfare, exemplified by the socially-conscious British chocolate makers like Cadbury. The 19th century cooperative movement aimed to create enterprises that equitably shared profits with worker-owners and the local community.

The Beauty of Ethical Business

Would we call businesses truly putting the greater good before profits “beautiful”? At first, such a description may seem like an odd coupling of aesthetics with commerce. But perhaps there is an inherent beauty to enterprises that create sustainable value for society while exhibiting ethical conduct.

Just as we find natural wonders, artistic works, or selfless acts emotionally moving due to their harmony with higher ideals of truth, goodness, and transcendence of ego, so could businesses centered on benefiting all stakeholders embody a different kind of beauty. One not necessarily based on physical appearance, but on being skillfully crafted exemplars of how our economic activities can align with ethical, aesthetic, environmental and humanitarian principles.

This beauty manifests through their products, services, and operations, harmonising with the world rather than undermining it through greed, despoilment, or exploitation. Beautiful businesses are sustainable and circular by design, creating goods to be celebrated and cherished rather than cynically designed for disposability.They invest in creating opportunity and dignity for workers and communities rather than grinding them underfoot for profit margins.

Where today’s shareholder-driven corporations often exemplify grotesque machineries of extraction, ethical enterprises putting people and planet over money could be sublime new exemplars of applied aesthetics – aspiring toward perfection not through profit metrics, but through positively impacting all they engage with. Their beauty would shine through in becoming tightly interwoven threads in an interdependent tapestry, creating joyful, resilient and regenerative systems that elevate our shared potential.

While the traditional business vernacular focuses on the uglyness of lucrative processes, revenue growth, and reputational brand value, a world where ethical enterprises reign would celebrate hallmarks of perfected form: generative models that produce societal good, environmental integrity, attending to folks’ needs, and uplifting the human spirit. Perhaps then, we could appreciate the highest “good companies” not just pragmatically, but aesthetically – as living artworks of conscious, ethical organisation.

A World Oriented Toward the Greater Good

In such a world oriented toward the greater good, companies measure success not just by financial returns, but by positive impacts. Ethical practices like those espoused by certain faith traditions and thinkers are the norm across these industries. Sustainability is prized over short-term gain, with environmental stewardship prioritised over resource exploitation. We’ve seen glimpses of this in recent decades through the rise of corporate social responsibility (CSR), socially conscious investing, and the emergence of benefit corporations legally bound to creating public benefit, not just profits. But such examples have remained the exception rather than the rule in a profit-driven system.

The Global Ethos of the Greater Good

Imagine if this ethos becomes the core operating principle globally. Rather than lobbying for narrow interests, these businesses advocate for the common good. Tax avoidance schemes would be abandoned in a system where contributing one’s fair share is the ethical baseline. Worker rights and equity are vigorously protected, not eroded in pursuit of higher margins. On an individual level, cutthroat workplace could gives way to healthier cooperation, and integration with our personal and community values and family lives. Ethical conduct is rewarded over pure profit-generation at any cost. Kudos is not derived from endless growth metrics, but to positive impacts created for all the Folks That Matter.

A Sustainable Economic Model

Of course, enterprises still need to generate income to remain viable and reinvest in their social missions. But growth is pursued by creating genuine value for society rather than extracting it. Sustainable, circular economic models replace those premised on endless consumption and planned obsolescence.

A Radical Yet Possible Vision

Such a world may seem naively idealistic to modern sensibilities, conditioned to accept profit as the prime directive. But is it any more far-fetched than an entrenched global system that relentlessly exploits people and finite resources in pursuit of perpetual economic expansion on a finite planet? By orienting business toward the greater good, as past ethical movements have done, we might create an economy that better serves humanity. This may read as a utopian ideal today, but it has been a reality at various points throughout our history. A world where businesses prioritise society over self-interest may not be inevitable, but it is possible if we dare to imagine and build it together.

Do you have even the briefest five minutes to contemplate how things might be different?

Further Reading

Ackoff, R. L. (2011). The aesthetics of work. In Skip Walter’s blog post retrieved from https://skipwalter.net/2011/12/25/russ-ackoff-the-aesthetics-of-work/

What Happened to the Thrill?

When I first started working with computers, I revelled in the challenges and the opportunities for learning. The sense of accomplishment and the thrill of solving complex problems were genuinely exhilarating.

And to Employee Happiness?

However, my initial enthusiasm took a nosedive when I rubbed up against the corporate world. What caused this transformation? Many argue that the corporate environment has a knack for leaching joy, replacing it with turgid egocentric managers intent on feathering their own nests at everyone else’s expense.

What’s Wrong with Corporate Culture?

In corporates, the methods used to assess and drive performance often benefit these self-serving managers rather than the well-being of the workforce as a whole. Indeed, even the very pursuit of “performance” is a theatre of fiction.

Does Autonomy Matter?

The absence of autonomy in a hierarchical corporate structure further dampens the spirit. Employees lose the joy that comes from freedom and independent decision-making, turning work into a mere series of tasks.

Autonomy often serves as a cornerstone for employee happiness. The freedom to make decisions, solve problems and contribute ideas fosters a sense of ownership and, by extension, joy. But is autonomy a valued principle in the corporate world? Unfortunately, more often than not, the answer is no.

Corporate structures frequently operate within rigid hierarchies where decision-making power is concentrated at the top. Managers assign tasks and set directives, leaving little room for employees to exercise autonomy. This top-down approach not only diminishes individual contributions but also robs employees of the satisfaction derived from autonomous action.

Furthermore, when employees feel that their role is reduced to following orders, engagement plummets. The absence of autonomy turns day-to-day tasks into a checklist to be ticked off rather than a series of meaningful contributions. This lack of freedom directly contradicts the human desire for autonomy, leading to disengagement and, ultimately, a less joyful workplace.

So, does autonomy matter? Unquestionably. Granting employees a degree of autonomy can reignite the sputtering fires of joy and engagement, leading to a more productive and happier workforce. Corporates that recognise the value of autonomy take a significant step towards restoring the joy so often missing from the workplace.

Does Mastery Matter?

Mastery, or the drive to become proficient in a skill or field, can be a significant source of joy for many. But does it hold any water in the corporate setting? Unfortunately, the pursuit of mastery often takes a back seat in corporates, sidelined by short-term goals and immediate deliverables. The emphasis on quick wins and immediate results eclipses the long-term satisfaction that comes from mastering a skill or a domain.

Furthermore, the race for promotions and recognition can dilute the pure joy of mastery. Instead of gaining proficiency for the sheer pleasure of it, skills development turns into a competitive sprint, dictated by performance evaluations and peer comparisons.

So yes, mastery does matter, but it’s often undervalued or even ignored in the corporate world. Recognising the importance of mastery could be a step towards reintroducing joy into the workplace, benefiting not just the employees but also contributing to a more skilled and engaged workforce.

Does Shared Purpose Matter?

Shared purpose can be a potent catalyst for workplace joy. When employees feel they are part of something bigger than themselves, motivation and satisfaction often follow. But how well does this concept fare in the corporate landscape? Generally, not as well as it could or should.

In many corporates, the overarching goal is clear: increase shareholder value. While this aim is valid from a business perspective, it rarely stokes the fires of individual passion or a collective sense of purpose. Employees find themselves working to benefit a distant, often faceless, group of stakeholders rather than contributing to a cause that has personal or societal meaning.

Moreover, when managerial focus is primarily on self-advancement or departmental targets, the notion of a shared purpose becomes fractured. Employees start to feel disconnected from the mission of the organisation, contributing further to the drain of joy and satisfaction.

So, does shared purpose matter? Absolutely. A unified goal not only brings people together but also instills a sense of meaning in daily tasks. To reignite the lost joy, corporates should look beyond mere profits and metrics, weaving a tapestry of shared purpose that each employee can contribute to and feel proud of.

Is Work-Life Balance a Myth?

Promises of work-life balance often remain unfulfilled. With no clear boundaries, employees experience burnout, which contributes to a cycle of joylessness.

The term “work-life balance” is bandied about in corporate circles, regularly cited as a perk or aspiration within companies. But how often is this balance truly achieved? Regrettably, it’s way more espoused than actual in many corporate settings.

In the push for self-aggrandisement and personal wellbeing of executives and senior manager, work demands often spill over into personal time. Employees find themselves tethered to their jobs through smartphones and laptops, blurring the lines between work and life. The upshot is a skewed balance that leans heavily towards work, pushing personal time and activities to the fringes.

This lopsided equation isn’t just detrimental to personal lives; it also drains the joy out of work itself. When employees can’t switch off, the chance for relaxation and rejuvenation dwindles, leading to increased stress and burnout. The absence of real work-life balance adversely affects not just individual well-being but also overall job satisfaction.

So, is work-life balance a myth? In many corporates, unfortunately, yes. But it doesn’t have to be. Companies that genuinely commit to work-life balance as a tangible practice rather than a buzzword can contribute to a more joyful, engaged workforce. Maybe enlightened corporates might choose to stop paying lip service to work-life balance and start making it a lived reality for their employees.

What About Personal Growth?

Corporates typically offer limited scope for personal growth. Focused on role-specific skills, companies overlook the broader aspects of development, reducing the job to a set of mundane activities rather than a platform for holistic growth.

Personal growth is a factor that contributes to an individual’s overall sense of happiness and well-being. However, its role in the corporate setting is often underemphasised, overshadowed by the focus on immediate performance indicators.

Companies frequently provide training and development opportunities, but these are usually confined to vain attempts to moderate behaviours, or on improving skills that directly benefit the organisation. This approach tends to neglect broader aspects of an individual’s personal and professional development. The result is a narrowed scope for growth that pertains solely to the job at hand, leaving little room for the nourishment of other facets like emotional intelligence, leadership qualities, or even hobbies and interests that can enrich lives.

The absence of opportunities for holistic personal growth can lead to stagnation. Employees may find that their roles become monotonous and unfulfilling, devoid of the challenges and learning experiences that bring joy and meaning to work.

So, what about personal growth? It’s crucial but often overlooked in the corporate agenda. A shift towards including personal development as a core part of employee growth can make work more fulfilling and joyous. After all, an individual is more than the sum of their job-related skills, and recognising this can be a step towards creating a more joyful and engaged workforce.

A Pit of Despair

In my own experience, the joy I initially found in computer-related challenges has descended into a pit of despair when involved with corporates. What was once a playground of innovation and problem-solving has for many become a bland, monotonous treadmill of routine. The constant grind, coupled with the absence of creativity and personal growth, transforms work into something far less fulfilling than it could be.

This despair isn’t just a personal anecdote but a sentiment that resonates with many who find themselves caught in the corporate machinery. The mental toll this takes is widely underestimated. Over time, the absence of joy and fulfilment leads to a range of problems, from decreased productivity to more serious issues like burnout and serious mental health concerns.

The “pit of despair” isn’t merely a dramatic term; it’s a reality for many. When a workplace fails to nourish the human aspects that make life worthwhile, it risks creating an environment where despair thrives. Therefore, addressing the factors that contribute to this state is not just an individual necessity but also a corporate imperative.

Can Corporates Change?

It’s not all doom and gloom. With a shift in focus, companies can recalibrate their methods to foster a more human-centric approach, aiming for a win-win scenario where both profits and joy can coexist.

Final Thoughts

Corporates don’t have to be joy-draining monoliths. By reevaluating the way they operate, these institutions can not only better their performance but also enhance the lives of the people who make that performance possible.