simorgh magazine issue76, july 2015

OTTAWAS PERSIAN PUBLICATION

Vol. 4 - Issue 76 - July 2015WWW.SIMORGHMAGAZINE.COM

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in 1949). For the full text, see the website: http://archive.org/stream/WeilSimoneTh-eNeedForRootsPreludeToADeclarationOfDu-tiesTowardsMankind/Weil,%20Simone%20-%20The%20Need%20For%20Roots,%20Prel-ude%20To%20A%20Declaration%20Of%20Duties%20Towards%20Mankind_djvu.txt. 4Bill Moyers. The Power of Myth. New York: Doubleday Books, 1988. Website: http://izquotes.com/quote/30449 . 5Cork Gain, "Russell Wilson May Be Close to Signing a New Contract That Will Be 'Bigger and Crazier' Than Anything Seen Before," Business Insider, March 24, 2015. Website: http://www.businessinsider.com/russell-wilson-new-contract-seattle-seahawks-2015-3#ixzz3c0bOiFJ6. 6In a very interesting case, a man called police because he was impaired while driv-ing! He had had enough of his alcoholism, been arrested before, and now, at age 55, knew he needed help! Carolyn Thompson, "Man Phones 911 and Reports Himself for Drunk Driving: Ive Never Heard of Anybody Doing This Before, Police Say," National Post, Thursday, March 19, 2015. Website: http://news.nationalpost.com/news/canada/man-phones-911-and-reports-himself-for-drunk-driving-ive-never-heard-of-anybody-doing-this-before-police-say. 7As cited in Patrick Pietroni. The Greening of America. London: Victor Gollancz, 1991, p. 1. 8As cited in Suzi Gablik. The Reenchantment of Art. New York: Thomas and Hudson, 1991, pp. 57, 58. 9In the concluding article in this series (Part V), I will be describing a brief history of consciousness and the universal sense that we are at a significant juncture in our history: a paradigm shift from personal to transper-sonal and what this shift will possibly mean for the work that lies ahead of us. I say pos-sibly because, as free human beings, we can put on the brakes to lifes beckon and call to change, but we also do so at our own risk. 10Joanne B. Ciulla. The Working Life. New York: Random House, 2000, p. 17. 11The trouble with the rat race is that even if you win, you're still a rat. Web-site: http://www.brainyquote.com/quotes/quotes/l/lilytomlin100013.html#djAWJ7V8B5qOMC5z.99. 12Matthew Gilbert, op. cit., p. 166.

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living life according to what one perceives as ultimately important, meaningful and purposeful. So defined it becomes obvious that everyone is a spiritual human being. The balance of Dr. Grofs words are worth review-ing: Since a harmonious experience of life requires, among other things, fulfillment of transcendental needs, a culture that has denied spirituality and has lost access to the transpersonal dimension of existence is doomed to failure in all other avenues of its activities (italics mine).9 When the right kind of thinking and working begin to appear, there will also be new images of what that means. Why? Because we first think in images. Today images will change, images such as straight to the top, battle cry, killing the competition, nailing down the job, etc. However important such images have been in the past, they were gradually shift and disappear and bring in a more relational tone to business objectives. Such a tone will in no way destroy being the best but the focus will be on need vs. doing/making something just because. Implied also in the relational context is the awareness that we really do need to work together con-trary to the atomistic thinking that is so rampant today with everyone out for themselves. If, as I believe, Thomas Aquinas (1225-1274) said it correctly over 500+ years ago: we need to recapture a sense of wonder in who we are and in what we do. We are very myopic in how see see and understand living and working, somewhat akin to going into a large hall that is very dark, turning on our flashlight, and then believing that what we see with out flashlight (our rational self) is all that there is in the room!

WHAT IS MEANINGFUL WORK? I had alluded to many of the pieces that make work meaningful. What we do know fronm newspaper articles, employee anecdotes, and research papers is that the contemporary workplace, while healthy for some, carries a lot of sickness, e.g., depression, physical illness, violence (to self and to others, known as going postal), and a feeling of malaise. Researchers might call all of this employee dissatisfaction. What ethicist Joanne B. Ciulla writes can get us started in sorting out some direc-tion for ourselves: Meaningful work and leisure consist of activities that arent just instrumnental, but are re-warding or pleasurable in their own right. Ciullas state-ment substantiates what I have been saying in this series about work: that excellence in work is both a commodity-based activity (doing something for my employer) but also a meaning-based activity (being someone in what I do). Embracing both realities (doing and being) cre-

ates the worthplace. I am doing who I am. The objective dimension of work, in other words, is in getting the job done; the subjective dimension is in allowing the employ-ee to develop their self-identity. Someone who enjoys this subjective dimension in what they do grows and matures in wisdom with every passing day and year. This is what it means to honour the dignity of every employee. Such a human ethic takes priority over any corpo-rate drive for ROI. Work, therefore, has value because the human being, the employee, has value. Thats the heart-and-soul of my argument. Otherwise employees end up as automatons, rats, cogs in the machine, means to an end, instrumental, etc. J.K. Rowlings quote earlier bears repeating: Whatever money you might have, self-worth really lies in finding out what you do best. I would add: and then embracing what one does best in being the best. This insight works both ways: for the employer who might use people and things as instruments to generate more and more profits, for the employee who often agrees to being used instrumentally because that is the Descartian cosmology that is systemic in business everywhere: that we are simply bits of a larger puzzle trying to fit it and Darwins survival of the fittest will sort out who wins and who doesnt. Keep in mind once again Lily Tomlins words that if one wants to be in the rat race, at the end of the race one is still a rat!

The last part of our opening quote bears repeat-ing. Matthew Gilbert asks, Is it unrealistic to harbor such hope, to believe that things can really be different? What will it take individually, organizationally, and culturally to transform the role of business and work in society and in our private lives? In Part V of this series on work, I intend to address this concern and provide some broad strokes from the perspective of the trajectory of our jour-ney of consciousness and what this trajectory may have in store for us as we look into the future. One thing is for cer-tain: todays employee is searching for a sense of meaning or spirituality in who they are and in what they do. REFERENCES 1Matthew Gilbert. The Workplace Revolution: Restoring Trust in Business and Bringing Meaning to Our Work. Boston, MA: Conari Press, 2005, p. 166. 2Quoted in Robert Catell and Kenny Moore (with Glenn Rifkin). The CEO and the Monk: One Company's Journey to Profit and Purpose. Toronto: John Wiley & Sons, Inc., 2004, p. 1. 3 T.S. Eliot in his preface to Simone Weil. The Need for Roots: Prelude to a Declaration of Duties Toward Mankind. New York: Ark Paperbacks, 1952, pp. vi-xii (originally published


49

Petal #3 shows the Flex or Contingent Workers who have no career track but may be on call or work for short periods of time, then face unemployment. Work can be piecemeal with pay by the hour, day or week when they are on the job. Obviously a great amount of insecurity happens because such workers are usually on standby, knowing that the core employees or manage-ment will call them if they are needed.

Thus, the world has changed. Change has changed. But one thing is certain: all the money in the world without people is simply that: all the money in the world. I wrote in Part III: My own thinking is that such people [those with money as their god] have bought in solidly to the business cosmology that states that success is measured by the almighty dollar or what T.S. Eliot (1888-1965) calls the jargon of the market-place. But we also know with Joseph Campbell (1904-1987), the American mythologi-cal researcher, that a [real] hero is someone who has given his or her life to something bigger than oneself. These are the real survivors. We need money; we need a vision. But real balacing is a true heros task.

ADDRESSING THE IMBALANCE

For far too long, business has been unbalanced, weighted down too much on the money dimension, as necessary and important as earning an income is. But is the March 2015 $123-million contract of a U.S. football player a balanced business decision? a just one? one that responds to real needs? J.K. Rowling, author of the "Harry Potter" series, in an interview in July 2005 on Mugglenet.com, said, Whatever money you might have, self-worth really lies in finding out what you do best. And if there is one consistent theme I had addressed through many of my articles is the ethic of worth. We pay the cost for global imbalance with ecological problems, employee disengagement at record levels, workplace

depression, broken homes and marriages, addictions of all sorts, etc. Somethings got to change.

Why is pain oftentimes the only thing that gets our attention? Pain is often our wake-up call to right living so we learn the difference between good work and wrong work, This last statement seems obvious but there are millions of people working who would prefer to be somewhere else (disengagement) and who dont feel theyre doing what they are capable of (lack of worth). When we put together what I have written thus far in this article and in the earlier articles in this series (Parts I-III) on rethinking work, the following contextual insights have begun to emerge: Each of us has a special job ahead of us. Community and the common good need to be part of any solution or breakthrough. Money should never be the default option for work, only need. To begin this new thinking demands a revolution of our imagination. The revolution sees that economics and the moral compass must go hand-in-hand. In short, ethics and spirituality must be embed-ded in our business life. Even though Descartes wrote that the hu-man body is a machine, I, and others, agree that the overwhelming crisis and challenge that we face today is regaining a spiritual perspective. Dr. Stanislaus Grof (1931- ), a medical psychiatrist-researcher, and author of the last-mentioned notion of the spiritual perspec-tive is now, and when I first met him in the mid-1970s, a serious student in and searcher for the understanding of the transpersonal, an understanding that many scholars today accept as an essential vision and reality needed to reinvent work (and life, of course!). My colleague, Dr. Reuven Bar-On, and I have described the spiritual as


50

RETHINKING WHAT WORK MEANS: PART IV

Knowing the Difference Between Good Work and Wrong Work

Dr. Michael RockUrban HesychastJuly 1, 2015

meaning-based dynamic so evident when employees give their all. Often empoyees dont leave the business; they leave their managers and/or the organization. The task that awaits us is a better coming together align-ment and attunement, head and heart - in business, that is, of people and product. There is a lot of work to do.

THE SHAMROCK ORGANIZATION DESIGN But the tides are shifting. What scholars are struggling with now is designing business models to make a future worth going to. The serious business people know that something has to change; change is not an option; change has changed! Insights about moral and ethical human nature are demanding attention. The noted Charles Handy (1932-), London Business School, social philosopher and originator of the Shamrock Organization, reminds us that Business is, in the end, a moral matter. In his effort to reconceptualize and revisualize business, he imagines an Irish shamrock with three petals (see Figure 1): the necessary core employ-ees, the freelance consultants, and the flex or contingent workers. This is a difficult model for many to accept al-though they know the truth of its dynamic. Petal #1 shows the Necessary Core Employees. These are the professionals who are absolutely necessary to make the business the business that it is. They hold the keys to the core competencies to make the business work, be they technical or professional competencies. The Core would receive pay and benefits commensurate with their level and responsibility. Petal #2 shows the Freelance Consult-ants who are hired on contract for a specific role and task. Such consultants are paid by the legal contract they have with the company but they do not have benefits. It explains why at times consulting contracts can be signifi-cant in money amounts because the consultant has outside responsibilities to take care of, e.g., home and mortgage, children, education, pension, etc. Obviously for some there can be a great deal of insecurity not knowing when their next contract (and, therefore, paycheque) will be.

In the last article (Part III) I ended up mentioning the word renaissance that needs to take place global in reference to our business model. Were very lopsided in terms of our cosmology our way of visioning what business is and needs to do. We have forgotten that it is people who make all that happen and while we cannot ignore the business of business to have a profitable enterprise, that kind of success can never be done over the bodies of employees. Employees make the business happen; leaders create the human content; managers ensure the nuts-and-bolts get done. And in all of that the commodity enterprise must work hand-in-hand with the

... we are at the cusp of a grand economic trans-formation on both a personal and organizational level. ... In Sweden, the oldest word for business

- naringliv - means 'nourishment for life.' In China the oldest symbols for business mean 'life's mean-

ing' or 'life's work.' The word company comes from the same root as companion. Perhaps the

wisdom of the ancients is making itself known to us again. Is it unrealistic to harbor such hope, to believe that things can really be different? What

will it take - individually, organizationally, and culturally - to transform the role of business and

work in society and in our private lives?

- Matthew Gilbert, manager and consultant 1

1. Figure 1: The Shamrock Organization Model


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simorgh magazine issue76, july 2015

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