The Working Class Confidence Trick

We’re taught from an early age that work is virtuous and ennobling. A puritan ethic extolling the moral value of working for a living has been deeply woven into our cultural fabric. We internalise the idea that through the sweat of our brows, we redeem ourselves and find meaning and self-worth.

But I’m going to let you in on a secret – this is a con game perpetrated by the capitalist ruling class. The notion of redemptive labour is a confidence trick, a way to get the working masses to willingly participate in their own exploitation.

The Capitalist Bourgeoisie’s Game

Think about it – who really benefits from this ethos of endless toil and self-sacrifice through work? It’s not the workers whose bodies and minds get ground down from incessant labour. No, it’s the patrician class of owners and investors who can sit back and watch the surplus value get extracted from the efforts of the working class.

By convincing everyone that work is intrinsically virtuous, the capitalist bourgeoisie naturalises what is essentially a system of wealth extraction. Workers are taught to equate their self-worth with their productivity in service of those who own the means of production. This psychological subjugation pacifies the masses and staves off working class consciousness.

The Mandated Indentured Servitude

The hard truth is that for most, work under capitalism is not a source of fulfilment or liberation, but rather a mandated form of indentured servitude. We sacrifice our finite time and energy not for our own benefit, but to generate profits that accumulate to a minority at the top. The redemptive labour myth tricks us into embracing this asymmetric relationship as noble and righteous. Sheesh.

Deprogramming Ourselves

So how about we start to deprogram ourselves from this ideological con. Work does not have inherent sanctity – it is a constructed system of exploitation designed to undermine our collective self-interest as workers. Until we can shake off these mental shackles, true emancipation will never be possible. UBI (Universal Basic Income) promises a way forward. And maybe that’s a reson why it’s so opposed by the exploting elites.

It is often said that Man is a social animal, meant to live in communities and derive meaning from interactions with others. We are fundamentally shaped by the social structures and relationships around us from birth. Our beliefs, assumptions, values and behaviours are heavily influenced by the culture, norms and people we grow up around. (And don’t overlook pets and other flora and fauna).

Just as our individual psyches are moulded by social forces, so too is change itself a profoundly social phenomenon. True shifts in mindsets, behaviours and beliefs rarely happen in isolation. They tend to arise organically from the interplay of ideas, the cross-pollination of perspectives, and the prevailing Zeitgeist of the times. People’s views evolve through conversations, observations of others, ingoup vs outgroup influences, and the gradual reframing that comes from immersion in new environments.

The Power of the Group

This underscores the potential power of groups and organisations in catalysing change. When people come together around common goals or experiences, there is a meaningful interaction of minds. Assumptions are challenged, new syntheses arise, and space is created for evolution of thought. Just as individuals can undergo therapy to overcome unhealthy patterns, so too can groups undergo a kind of psychotherapeutic process to overhaul outmoded and dysfunctional paradigms.

Organisational Psychotherapy

This is the premise behind the emerging field of organisational psychotherapy. Just as individual therapy provides a container for people to explore their inner landscapes in order to grow, organisational psychotherapy involves creating facilitated spaces for teams, companies or communities to engage. Using insight from psychology, group dynamics and systems thinking, trained practitioners can help organisations gain self-awareness around dysfunctional patterns, beliefs and behaviours that may be holding them back. From this raised vantage point, new narratives and ways of operating can emerge organically.

The Group as Crucible

Organisations and teams are microcosms where the full spectrum of human behaviour and group dynamics are constantly playing out. As such, they become rich territory for exploring how change actually happens. Real transformation happens not through rigid policies or top-down mandates, but through people-led shifts in culture, mindsets and relationships. The group itself acts as a crucible for these new ways of being to gestate and be stress(!) tested. In being witnessed and worked through collectively, outmoded mindsets can be let go of, making space for what needs to emerge.

In this way, organisational psychotherapy is not just about imparting new models or frameworks, but about harnessing the innately social and emergent nature of how humans actually change and evolve. It is a way of working with the group mind itself as the catalyst for transformation.

For anyone who has worked in organisations, whether large or small, the phenomenon of workplace “silos” is all too familiar. Silos refer to the tendency for different departments or teams to operate in isolation, with little communication or collaboration between them.

While most folks working in the tech industries are familiar with the pitfalls of organisational silos such as separate marketing, sales, and operations teams, few recognise the similarly damaging effects of silos between disciplines.

For example, often, software engineers operate in isolated codebases, data scientists in segregated modeling pipelines, and designers in siloed UI frameworks. This compartmentalisation breeds many of the same pathologies as organisational silos:

• Lack of big-picture perspective
• Shortfalls in creative insights into how the work works, and could work better
• Duplicated efforts
• Limited knowledge sharing and innovation
• Rigid mental models resistant to change

Yet modern tech products and services require integrating numerous disciplines – systems thinking, the theory of knowledge, understanding of variation, and psychology, as well as the more usual specialsms: programming, data, design, DevOps, product management, and more. When disciplines remain cloistered, the resulting solutions are sub-optimal.

The Power of Multi-Disciplinary Collaboration

In contrast, forging multi-disciplinary collaboration unlocks a powerful union of diverse skills, perspectives and domain knowledge. As Deming highlighted in his System of Profound Knowledge, viewing problems through a wide aperture leads to deeper insights.

Some key benefits of this cross-pollination include:

• End-to-end alignment on objectives across the value chain
• Dynamic combination of complementary expertise areas
• Faster issue resolution by aligning priorities holistically
• Continuous learning and growth for all
• Fostering an innovative, psychologically safe culture

Rather than optimising isolated components, multi-disciplinary collaboration enables the co-creation of cohesive products and experiences that delight all the Folks That Matter.

Cultivating Multi-Disciplinarity

Of course, nurturing this multi-disciplinary ideal requires organisational support and the rethinking of ingrained assumptions and beliefs about work. Incentive structures, processes, and even physical workspaces will need redesigning.

But the potential rewards are immense for forward-looking companies – accelerated innovation cycles, more productive ways of working, and formulating solutions beyond what any individual narrow-discipline specialist could achieve alone.

In our age of relentless disruption, the greatest existential risk is insular thinking – holding too tightly to narrow disciplines as the world shifts underfoot. Multi-discipline dynamism, powered by collective knowledge and continuous learning, is the currency of sustained advantage.

For those willing to transcend boundaries and embrace profound cross-discipline pollination, the possibilities are boundless. Those clinging to compartmentalised organisational and disciplinary silos, however, face morbid irrelevance.

Deming’s SoPK

For decades, W. Edwards Deming advocated his “System of Profound Knowledge” (SoPK) as the key to transforming businesses into continuously improving, customer-focused, multi-disciplinary organisations. At its core are four interdependent principles that combine heretofore disparate disciplines:

1. Appreciation for a System: Understanding that an organisation must be viewed as an interconnected system, not just isolated silos. Each part impacts and is impacted by others.
2. Theory of Knowledge: Recognising that learning and innovation arise from the synthesis of diverse theories, concepts and perspectives across domains.
3. Knowledge about Variation: Grasping that complex systems involve inherent variation that must be managed holistically, not through narrow inspection alone.
4. Psychology: Harnessing intrinsic human motivations and driving participation, rather than extrinsic forces like punitive accountability.

In most organisations, none of these profound knowledge principles are well known, let alone deeply embraced, appreciated and systematically applied. They represent a radical departure from traditional siloed thinking.

When applied holistically, Deming’s SoPK philosophy exposes the many drawbacks of organisational disciplinary silos, including:

• Lack of big-picture, end-to-end perspective
• Redundancies and inefficiencies from duplicated efforts
• Suboptimal solutions from narrow specialisations
• Fragmented vision and strategy misalignment
• Resistance to learning and change across boundaries

Deming’s philosophy highlights the advantages of multi-disciplinary collaboration to optimise systems holistically. Narrow specialisation alone is dysfunctional.

By shining a light on these drawbacks upfront, the importance of breaking down counterproductive disciplinary silos becomes even more stark. The vital need for collaboration, systems-thinking, applied psychology and profound cross-domain knowledge is clear across all disciplines and value chains.

By highlighting these drawbacks upfront, the importance of breaking down counterproductive silos becomes even more stark. The need for collaboration, systems-thinking, applied psychology and profound knowledge cuts across all disciplines.

The System View: Beyond Isolated Parts

Deming’s first principle stresses that an organisation may be viewed as an interconnected system, not just as separate silos or departments working in isolation. Each group’s efforts affect and are affected by other parts of the system.

Silos represent a fragmented, piecemeal view that is anathema to systems thinking. By reinforcing barriers between marketing, sales, engineering, operations and more, silos prevent the shared understanding required for optimising systems as a whole.

Knowledge Through Diverse Perspectives

According to Deming’s Theory of Knowledge, continuous learning and improvement stems from the interplay of diverse theories, concepts and perspectives. Innovation arises through making connections across different mental models and multiple disciplines.

When teams comprise members from various disciplines, their unique backgrounds and experiences foster richer exchanges of knowledge. Silos, in contrast, restrict the cross-pollination of ideas.

Understanding Variation

Deming’s view of variation exposes the fallacy of trying to eliminate every defect or failure through e.g. mass inspection. Complex systems involve inherent variation that must be managed holistically, not narrowly inspected away.

Multi-discipline teams can better grasp the dynamic variations impacting their shared objectives, drawing on complementary viewpoints to guide iterative learning.

Harnessing Psychology for e.g. Motivation

Finally, Deming emphasised the power of harnessing people’s intrinsic motivations, rather than relying on punitive accountability within silos (or communities of practice). When experts from various domains unite on meaningful projects, it cultivates broader purpose and drives discretionary effort.

By removing restrictive boundaries, multi-disciplinary collaboration enables self-actualisation while encouraging collective ownership of outcomes.

Cultivating a Learning Organisation

For many organisations obstructed by siloed thinking, embracing Deming’s Profound Knowledge is no simple task. It requires reimagining structures, processes and even physical spaces to nurture multi-disciplinary engagement.

Yet the potential rewards are immense – from accelerated cycles of innovation and organisational agility, to a workforce invigorated by joy, pride, and deeper fulfilment in their day-to-day. Deming’s wisdom reveals the collaborative imperative for thriving amidst volatility.

The greater risk lies not in disruption itself, but in calcifying into rigid, inward-looking organisational and disciplinary silos incapable of evolving. Organisations have a choice: cling to the illusion of control through silos and narrow specialisms, or embrace the profound knowledge gained by breaking boundaries.

[A post for Easter]

The Counterculture of Yesteryear

Fifty years ago, the world was gripped by a counterculture movement that rejected traditional societal norms and values. Disillusioned with the rampant materialism and consumerism of the time, many turned to spiritual gurus for guidance and enlightenment. These charismatic figures, often hailing from the East, preached messages of inner peace, mindfulness, and living a simple, fulfilling life.

The likes of the Maharishi Mahesh Yogi, Baba Ram Dass, and Osho captivated the minds of millions, their teachings resonating with a generation seeking deeper meaning beyond the pursuit of wealth and status. Their ashrams and communes became havens for those yearning for a spiritual awakening, a respite from the rat race of modern life. Baba Ram Dass’ wisdom remains a constant guide for me, personally.

The Cult of Wealth and Celebrity

Fast forward to the present day, and the landscape has shifted dramatically. The once-revered spiritual gurus have been supplanted by a new breed of idols: billionaires and celebrities, whose every utterance is treated as gospel by the masses. From Elon Musk’s musings on colonising Mars to Mark Zuckerberg’s visions of a metaverse-dominated future, these modern-day titans wield an influence that transcends their respective industries.

What was once dismissed as the incoherent ramblings of the rich and famous is now hailed as visionary wisdom, with legions of devoted followers hanging on their every word. Wealth and fame have become the new markers of enlightenment, as the world seems to have traded its quest for inner peace for an insatiable appetite for material success and digital fame.

The Cult of Personality

This shift in cultural zeitgeist begs the question: what happened to us? How did we go from seeking solace in the teachings of spiritual leaders to worshipping at the altar of billionaire buffoons? Perhaps the answer lies in the allure of the cult of personality, a phenomenon that has long captivated the human psyche.

Just as the spiritual gurus of old commanded unwavering devotion from their followers, today’s billionaires have cultivated a cult-like following by presenting themselves as visionaries and disruptors, promising to reshape the world in their image. Their wealth and influence lend an air of credibility to their grandiose claims, no matter how outlandish or improbable they may seem.

The Illusion of Enlightenment

Yet, beneath the veneer of enlightenment, there often lies a hollow core of self-interest and hubris. While the spiritual gurus of yesteryear sought to uplift humanity and promote inner growth, many of today’s billionaires seem primarily driven by a desire for power, fame, and ever-increasing wealth.

Their “teachings” often amount to little more than thinly veiled self-promotion, couched in the language of disruption and innovation. And yet, we continue to lap it up, desperate for a sense of meaning and purpose in a world that seems increasingly complex and uncertain.

Reclaiming Our Collective Sanity

Perhaps it is time for us to take a step back and re-evaluate our priorities. While the pursuit of wealth and success is undoubtedly alluring to many, we do have the choise as to whether it comes at the expense of our personal and collective well-being and spiritual growth. Would we do well to remember the wisdom of those spiritual gurus who urged us to seek inner peace and contentment, rather than chase after fleeting material gains?

Only by reclaiming our collective sanity – or at least some small portion thereof – and rejecting the cult of billionaire buffoons can we hope to rediscover our path to enlightenment – a path that leads not to the accumulation of wealth and fame, but to a deeper understanding of ourselves, each other, and our place in the world.

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/

The Impact of Our Questions

When it comes to understanding employee satisfaction and well-being, the questions we ask hold immense power. They shape the depth of insight we receive and the degree of self-reflection they prompt in others.

Simple vs. Reflective Questions

Consider these two contrasting questions:

1. “Do you feel happy in your work and workplace?”
2. “What factors contribute to making you feel happy or sad about your work and workplace?”

The first question stands broad and surface-level. A simple yes/no response fails to encourage any deeper self-reflection on the part of the employee. While they may respond truthfully, that single word provides no window into the nuanced drivers behind their feelings. Some might describe this as a “closed” question.

The second question, however, demands thoughtful introspection. It pushes the employee to pinpoint the root causes and specific elements that amplify or detract from their workplace fulfillment and positive sentiments about their role. Some might describe this as an “open” question.

The Value of Self-Reflection

An insightful response might go:

“I find happiness in this role’s meaningful work and growth opportunities. However, the long hours, lack of work-life balance, and poor management communication leave me frequently stressed and discouraged.”

This level of self-reflection yields far richer insights for the employer and embloyee, both. They gain a holistic view into not just the employee’s mood, but the underlying factors and pain points shaping their experience each day.

Fostering Authentic Understanding

The quality of the questions we ask directly impacts the quality of self-reflection. When we ask binary, closed-ended questions about complex issues like happiness, we restrict the potential for enlightening personal contemplation, and meaningful dialogue.

In contrast, open-ended exploratory inquiries serve as prompts for valuable self-reflection. They require respondents to purposefully examine their emotions, motivations, and the nuanced elements influencing their attitudes and engagement levels.

As employers, if we seek authentic understandings rather than superficial sentiments, we must create room for self-reflection through our questions. Instead of asking “Are you happy?”, we might choose to frame inquiries that facilitate thoughtful exploration: “What brings you a sense of meaning and fulfillment in your work? What factors leave you feeling dissatisfied or burnt out?”

The Path to Better Connection

When we invite this level of self-reflection, we don’t just understand an employee’s current state. We gain powerful insights into the roots of their experiences – both positive and negative. Armed with that deeper awareness, we can enact changes, reinforce strengths, and directly address issues eroding engagement and achievement, and sucking joy.

In the quest for connection, self-reflective questions are an under-utilised superpower. They enable not just data collection, but a purposeful exploration of the human experience we’re aiming to improve. Let’s craft questions that illuminate richer truths and inspire more fulfillment.

[Tl;Dr: What if software developers – and other related disciplines – were competent in psychology and human behaviour rather than coding and testing? What would we gain? What would we lose? ]

We live in an era of rapid technological advancement and innovation. Yet so many of our most popular technologies still fall short when it comes to understanding human behavior, motivations, and feelings. What would a software industry more attuned with psychology and social sciences look like? After all, Deming in his System of Profound Knowledge stressed the importance of psychology. Some key reasons why Deming advocated for psychological competence include:

• Motivating employees requires satisfying needs beyond just financial compensation
• Interpersonal friction can cause unproductive teams or turnover
• Lack of psychological safety limits experimentation and learning
• Poor communication causes confusion and mistakes
• Not understanding cognitive biases can lead to poor decisions

Deeper Empathy and Connection

Technology designed with empathy could foster online communities that feel welcoming, supportive, and caring. More intuitive interfaces minimising frustration and confusion would promote trust and understanding between platforms and users. Overall, technology would not only be more usable, but make people feel heard, respected, and cared for.

Products That Help Us Thrive

Rather than empty gaming loops or outrage-inducing algorithms, technology focused on well-being could enhance daily life and growth. From fitness trackers prompting healthier habits to creativity tools designed for flow states to social networks that inspire real-world action, innovation could shift from addiction to empowerment and support.

Customised Experiences

Understanding differences in personalities, demographics, and life experiences would allow for greater personalisation in how tech interacts with and supports each of us. Products and services attuned to the diversity of human behavior deliver nuanced experiences and guidance tuned for each user and context. The result is technology that contributes to our humanity, rather than robbing us of it.

Developers Who Operate Around Compassion

If engineers banded together around compassion and service to others instead of unending growth and career-oriented self-interest, we might see improvements in areas like mental health support, ethical supply chain management, and sustainability. Rather than top-down directives, grassroots working groups of developers aiming to minimise harm and reduce pain points could spread positive change.

While mastery of coding and data remains useful, competence in psychology and the human aspects of life may be key for profound betterment of our lives, and wider society too. A collaborative pivot toward emotional intelligence across the industry will prove immensely worthwhile.

There is often subtle unease or vulnerability when another person identifies and attends to your emotional or practical needs before you ask. Even as they are attending to you, why might you feel strangely rattled or intruded upon by having your underlying feelings anticipated and met in this way?

Expectations

Part of the strangeness seems to be linked to our expectations around emotional autonomy in relationships. It might be because we assume we must self-manage feelings, not burden others unprompted, and disguise any weakness. So when someone sees through our façades and reaches out with support, it can feel jarringly unfamiliar. There is awkwardness adjusting to a new way of relating where masking distress is no longer accepted or expected.

Self-Image

Additionally, admitting needs may endanger our own resourcefulness or positive self-image. To remain strong and unaffected is easier than acknowledging where we genuinely need empathy or assistance. Conceding our emotional gaps confronts us with difficult realities about ourselves. Having someone respond caringly can dredge up shame before that nurturing registers as comfort. It takes time to overcome our reflexive impulse to deny needs that contradict the identities we aspire to.

Psychological Safety

Beneath the discomfort may also lurk trust issues around vulnerability. Emotions expose our innermost selves. Letting someone in to perceive and attend to that sensitive dimension means lowering barriers and giving up some degree of control. Psychologically, it signals dependence on their benevolence versus total self-sufficiency. With support inevitably comes some loss of authority over how we might want to be perceived. Even caring assistance can seem invasive before safety takes root.

While emotional caretaking intends to heal and bond, the path to welcoming nurture over isolation is not always smooth or instant. The vulnerability of relinquishing façades, acknowledging needs, and opening up to help all disrupt our status quo. By naming these sources of weirdness, perhaps the tensions around receiving compassionate support become less of a bewildering hurdle. Gradually, we learn to receive grace and attend to one another’s emotions without threatening inner resolve or identity. The discomfort slowly fades as emotional interdependence replaces sole self-reliance.

Summary

In essence, the discomfort we may feel when someone attends to our emotional needs often stems from unfamiliarity with true interdependence, unwillingness to show vulnerability, and a cultural overemphasis on extreme self-reliance. We expect to conceal any weakness, deny needing support, and handle distress alone without imposing on others. So when another person perceptively senses unvoiced feelings and reaches out to care for our inner experiences, it can feel weirdly intrusive. Even compassionate emotional caretaking jars notions of autonomy and challenges our reflexes to hide perceived flaws or shortcomings behind façade of capability. Yet suppressing needs creates isolation, and makes it so much more likely our needs will go unmet. Perhaps by better understanding the common strangeness behind receiving others’ attention, we can grow into truer communities where attending to one another’s unspoken needs and hopes is simply what love requires.

Employees are the backbone of any successful business. Their performance and satisfaction directly impacts a company’s bottom line. This means businesses have a vested interest in attending to the needs of their workforce. However, doing so requires commitment and resources. What exactly is at stake when it comes to meeting employee needs? Let’s explore the potential risks and rewards underpinning the Antimatter Principle.

What Businesses Stand to Lose

Ignoring employee needs can be costly for companies in many ways:

• Reduced productivity and performance: Employees who feel their needs aren’t being met are less motivated, engaged, and productive at work. This negatively impacts the quality and efficiency of their output.
• Higher turnover: Dissatisfied workers are more likely to leave their jobs in search of better opportunities. High turnover disrupts operations and incurs substantial replacement costs.
• Damaged employer brand: News of poor working conditions and unmet needs spreads quickly. This damages a company’s reputation as an employer, making it harder to attract and retain top talent.
• Litigation risks: Disgruntled employees may take legal action over issues like discrimination, harassment, unsafe working conditions, privacy, or wage violations. Lawsuits are both expensive and damaging PR-wise.
• Toxic culture: Ignoring needs can breed negativity, resentment, and low morale among staff. This creates a stressful, unmotivated culture that further reduces productivity.

What Businesses Stand to Gain

On the flip side, making employee needs a priority and attending to them a intrinsic part of BAU can pay off tremendously:

• Improved recruitment and retention: Employees are drawn to supportive companies with great benefits, culture, and working conditions. Catering to needs helps attract and retain top talent.
• Higher productivity: Employees who feel their needs are met work more effectively and deliver better results. A happy, healthy workforce is a productive workforce.
• Enhanced loyalty and engagement: When companies show they care, employees respond with greater commitment, passion, and loyalty. This directly fuels performance.
• Better customer service: Needs like training and empowerment equip staff to deliver exceptional service that keeps customers happy and loyal.
• Reduced risks: Addressing needs like safety and wellness protects staff while minimising potential injuries, lawsuits, and PR crises.
• Employer brand building: Exceptional benefits, culture, and practices earn rave reviews from staff. This builds a company’s reputation as a premier employer.

The Takeaway

While it requires investment, making employee needs a priority provides significant upside for businesses. On the other hand, ignoring needs exposes companies to major risks and hidden costs. The message is clear: by taking care of the needs of employees, businesses also take care of their own interests. The potential rewards of meeting needs make it a win-win proposition.

The Software Crisis is but a Symptom

The “software crisis” plaguing the tech industry for more that 50 years reflects a broader crisis spanning business, society, and our species. At its core is our inability as a species to fully grasp and manage rapidly change and wicked problems, both. But this crisis manifests in different ways across multiple levels of human endeavours.

The Business Crisis Begets the Software Crisis

In business, intense competition, shifting customer demands, changing social expectations, and disruption make consistent success an elusive goal. In society, we face polarisation, inequality, and loss of social cohesion. As a species, our advanced civilisation has exceeded our innate cognitive capacities. We are overwhelmed by the world we’ve created.

The Societal Crisis Begets the Business Crisis

The software crisis is just a symptom of crises in business, society, and our human systems as a whole. To truly address it, solutions are needed at each level. Organisational psychotherapy can help provide a framework for shared reflection and treatment.

Business operates within a broader social context beset by polarisation, inequality, and eroding social cohesion. Society’s challenges become business’s challenges.

When society tacitly promotes individual gain over collective well-being, so does business. When civil discourse and trust decline, companies struggle to collaborate. When opportunity is not distributed broadly, markets suffer.

Business could help lead society forward. But first, society must create conditions where ethics and human dignity come before efficiency and profits. By reflecting society’s imbalances, business contributes to the social crisis.

Organisational Psychotherapy Offers a Way Forward

Just as individual psychotherapy helps people gain self-understanding to heal, organisational psychotherapy facilitates collective self-reflection to foster change in groups, companies, systems, societies and the species. It surfaces the dysfunctional patterns that maintain the status quo.

Applications

Applied to the software crisis, organisational psychotherapy invites examination of the beliefs, behaviors, and power dynamics across the tech industry that contribute to the many and perrenial chronic failures. It enables new understandings and behaviors to emerge.

Similarly, organisational psychotherapy addresses dysfunctional aspects of business culture and society that exacerbate our challenges and frustrates our needs. It helps groups align around shared purpose, and adapt.

Ultimately, organisational psychotherapy a.k.a. collective psychotherapy is about creating the conditions for species learning. As we confront crises across business, society, and our species, we might benefit from the capacity for honest inquiry, collective problem-solving, and continuous learning. Organisational psychotherapy can guide that evolutionary process. The software crisis and beyond provide an opportunity for our organisations, businesses, societies, and species to increase our enlightenment. But we must be willing to courageously examine ourselves along the way.

In any human organisation, natural subgroups emerge from shared interests, backgrounds and experiences. While we might expect some clustering, problems arise when – as is common in tech organisations – an “us vs them” mentality takes hold between ingroups and outgroups.

Some common divides in tech companies include:

Ingroups

• Engineers
• Product Managers
• Executives
• Long-Serving Employees

Outgroups

• Non-Technical Roles
• Contractors/Consultants
• Recent Hires
• Remote Employees

Impacts

Divides often lead to biased decisions, limited information sharing, poor collaboration, feelings of disrespect, high turnover, groupthink and tokenism. Organisations fragmented by subgroups usually suffer as a result.

We’re All In This Together?

Rather than expecting executives and HR to fix these issues, employees at all levels have significant power to act.

Actions for Individual Contributors

• Look into the basic phenomenon of ingroups and outgroups
• Build relationships beyond your immediate team
• Model inclusive language and behaviour
• Call out subtle exclusion when you see it
• Learn more about internal groups you don’t interact with often

Tactics for Teams

• Set expectations for mutual understanding between groups (charters can help)
• Invite rotation of cross-functional team staffing
• Discuss observations about silo behaviour in retrospectives
• Provide onboarding mentorships to new hires across the company
• Avoid protecting the team (instead, seek mutual dialogues and benefits)

Folks who own the way the work works also play a crucial role too by implementing structural changes to connectivity. But culture shifts come largely from how rank-and-file employees relate, day-to-day. Each person can choose to reflect upon their language, decisions and behaviours that might be isolating colleagues and subgroups, and solidifying ingroup and outgroup divisions.

The end goal is a culture where people bring their whole, authentic selves to work (often risky), uniqueness stands out more than fitting in, and outsiders get welcomed rather than excluded.

What tactics have you found most effective for strengthening connections between workgroups? What benefits have you seen? Let’s exchange ideas in the comments!

Let’s face it – despite all the advances in technology and engineering, software development (and it’s big sister, Product Development) often still feels like it’s stuck in the dark ages. We’ve all experienced the frustration of bloated, buggy, overly complex applications. Software projects that take five times as long and cost three times as much as anticipated. Monolithic legacy codebases that no one fully understands and everyone is afraid to touch.

Common Failings

The root causes of these issues stem from the common failings in our assumptions about how software should be designed, built, and managed. Developers are forced to rely on primitive beliefs, tools and processes that feel ancient compared to what’s possible today. We cling to habits and methods that should have been discarded long ago.

Do we really need to keep building everything from scratch, gluing together frameworks and duct-taping components with code? Why do basic changes still require major rewrites instead of flexible configuration? Can we only measure velocity by lines of code produced, when we know that says nothing about business value delivered?

Ways Forward

There are brighter ways forward. Emerging technologies like #NoSoftware, low-code platforms, AI-assisted development, infrastructure-as-code, and more can provide the building blocks for fully modern practices. Approaches like Quintessence, FlowChain, Product Aikido, Organisational Psychotherapy and the Antimatter Transformation Model help teams incrementally deliver immediate value, not just write code.

Real Change

But real change requires looking beyond the tools. It means evolving development cultures and processes that have calcified into dogma. Challenging shared assumptions and beliefs baked into how organisations plan, organiise, fund and incentivise work. Rethinking what it means to be a great business, and building diverse, empowered teams.

The reality is software delivers immense impact on lives and business today. It deserves to be created with care, craft and state-of-the-art techniques – not left languishing in the dark ages. The solutions are out there, if we’re bold enough to cast off antiquated ways.

Astounding Potential

You and I know the status quo isn’t working. It will take all of us pushing for change to bring work into the 21st century. The potential waiting to be unlocked is astounding. Here’s to no longer building the future with the assumptions and beliefs of the past.

Can NVC Elevate Workplace Relationships?

Nonviolent Communication (NVC) isn’t just a concept; it’s a practice. It consists of observing without judgment, expressing feelings, articulating needs, and making clear requests. In a work environment, these principles can go a long way to build mutual respect and understanding. They promote constructive criticism and foster an open dialogue.

What Does NVC Bring to Group Dynamics?

When it comes to group interactions, NVC shines in its ability to alleviate tension and solve conflict. By focusing on unmet needs instead of blame, NVC creates a constructive pathway to solutions. Teams can navigate disagreements and reach a mutual understanding. In this space, everybody’s needs get a chance to be heard, fostering collaboration and creativity.

Dissolves Tension Through Empathy

One of the most immediate effects of applying NVC in a group setting is the reduction of tension. Often, disagreements escalate because people feel misunderstood or attacked. NVC replaces these barriers with empathy. Team members learn to listen actively and validate each other’s feelings and needs, which in turn lowers emotional walls and facilitates productive dialogue.

Redirects the Focus to Unmet Needs

In traditional models of communication, a point of conflict often leads to a blame game. This not only stifles resolution but can also create animosity within the group. NVC shifts this focus from assigning blame to identifying unmet needs. When group members express what they require instead of blaming others, it encourages a problem-solving mindset. This can lead to more equitable outcomes that respect the needs of all involved.

Enables Mutual Understanding

NVC encourages people to express themselves clearly and concisely, focusing on what they observe, feel, need, and request. This clarity helps group members to better understand each other’s perspectives and constraints. Misunderstandings are resolved more quickly, as the communication becomes more transparent. As everyone gains a more nuanced understanding of each other’s needs and contributions, a deeper mutual respect develops.

Boosts Collaboration and Creativity

Once the groundwork of empathy and understanding is laid, teams find it easier to collaborate. Everyone becomes more invested in each other’s success, setting the stage for more cohesive teamwork. Moreover, as trust within the group increases, members are more willing to share creative ideas without the fear of ridicule or misunderstanding. NVC thus acts as a catalyst for innovation, allowing the collective intelligence of the group to flourish.

Creates an Inclusive Environment

In a group dynamic where NVC is practiced, every voice matters. The inherent respect for each individual’s needs and feelings fosters an inclusive atmosphere. Team members from diverse backgrounds, who may have different styles of communication or varying viewpoints, find it easier to integrate and contribute. This inclusivity not only enriches the group’s overall skill set but also enhances its problem-solving capabilities.

In summary, NVC in group dynamics works as a multifaceted tool. It dissolves tension, redirects focus from blame to needs, fosters mutual understanding, enhances collaboration and creativity, and encourages inclusivity. It’s not just a communication style but a comprehensive approach to improving how groups interact and function.

Do Relationships Outside Work Benefit from NVC?

NVC isn’t just for professional settings. Families, couples, and friends can find value in its principles. In intimate relationships, NVC helps in the articulation of emotional needs and ensures that both parties feel heard and understood. Open, honest communication is encouraged, deepening the emotional connection.

Enhances Emotional Expression

One of the most significant benefits of NVC in personal relationships is that it encourages the open expression of emotions. Traditional communication often falls short in this aspect, making it difficult for individuals to convey what they’re feeling. NVC provides the tools for a more nuanced expression of emotions, eliminating misunderstandings and allowing people to feel genuinely understood by their loved ones.

Fosters Authentic Conversations

Most relationships suffer from a lack of honest and open communication. People often conceal their true feelings to avoid conflict or because they fear judgment. NVC breaks down these barriers by fostering a non-judgmental space where individuals can express their authentic selves. This leads to more meaningful conversations that serve to deepen the relationship.

Resolves Conflicts Harmoniously

Conflict is an inevitable part of any relationship. What sets healthy relationships apart from dysfunctional ones is the ability to resolve these conflicts in a mutually satisfying way. NVC shifts the conflict resolution focus from winning an argument to understanding and meeting the underlying needs of each party involved. The result is a more harmonious resolution that strengthens the relationship rather than erodes it.

Enhances Empathy and Mutual Respect

By focusing on empathetic listening and understanding, NVC cultivates a culture of mutual respect within relationships. Each person learns to appreciate the feelings and needs of the other, which encourages a supportive and nurturing environment. This mutual respect further solidifies the relationship and makes it more resilient in the face of challenges.

Strengthens Emotional Bonds

Last but not least, NVC significantly contributes to strengthening emotional bonds between individuals. When people feel heard and valued, their emotional attachment to each other deepens. Emotional intimacy is crucial for any long-lasting, fulfilling relationship, and NVC provides the framework to achieve this.

To summarise, the influence of NVC extends well beyond professional settings and offers significant advantages in personal relationships. By facilitating emotional expression, authentic conversations, harmonious conflict resolution, empathy, and stronger emotional bonds, NVC serves as a cornerstone for healthier, more fulfilling relationships outside the workplace.

Summary: Is NVC the Relationship Game-Changer?

In both workplace relationships and broader social circles, NVC stands out as an effective tool for building stronger, more open interactions. By focusing on empathy and understanding, it paves the way for improved communication and stronger bonds.

NVC has a far-reaching impact. From conference rooms to living rooms to bedrooms, its principles can transform how we relate to one another. It offers the promise of not just better conversations but also enriched relationships. So, why not give it a try?

Further Reading