In order that people may be happy in their work....

Ruskin wrote thus: "In order that people may be happy in their work, these three things are needed: They must be fit for it. They must not do too much of it. And they must have a sense of success in it."

After a series of events over the last year, my level of conviction in these words has grown. Every one in their youth is told that work is worship. But, never told that quality matters as much as quantity, if not more. Organizational growth and sustainability is directly tied to the happiness and intellectual engagement of all the pieces within it. The scale and variety of systemic problems varies from one organization to another. Intuition would lead us to say that organizational size does play a major role here. What are the common problems ailing any organization over a certain period??

First one that instantly pops up in any discussion is a lack of information flow. "But, I was never told of it" problem that everyone has experienced. Communication gap is now a part of everyday lexicon. Yet it is perhaps the most frequent problem noticed. Information flow is not a unidirectional flow. It has to go in both ways. The grass roots need to be perfectly aware of what the top hierarchy is planning and formulating. After all, they are the ones who will implement the process. Meanwhile, the upwards flow is important as it gives the top an exact idea of the concerns, grievances and challenges that the the bottom might have. Otherwise, there is always the danger of a shipwreck if the captain does not know that an iceberg is on the horizon...

The other problem that is very frequently observed is that of lack of precise planning. "Things changed and this came up" attitude arises out of this. Planning is very important as far as actual execution is concerned. Number of problems anticipated during planning phase makes it that much more easier during execution. Which brings me to an interesting question. Who should be the players during the planning phase? Every person who will play a role in the execution needs to be involved. Planning cannot be compartmentalized. You cannot have one set plan and another execute. The two sets have to intersect at some point. The finest aerospace engineers cannot design the most advanced and useful planes without actual inputs from the guys who will eventually fly them...

Another problem which happens often is "sit on it" attitude. Everyone knows there is a problem. But instead of doing something about it, they sit on it. Let it be. This does not help anyone. This problem is sometimes exacerbated because of the refusal to accept the fact that the problem exists. Both the management and grass roots are guilty of this on various levels. Simply acknowledging the fact and then letting it lie is even worse than refusal to acknowledge it in the first place. A small hole can bring down the great dam....

The last great problem that I intend to discuss today is that of "this is how it has always been" attitude. Legacy when right needs to be carried forward. There is no shame when one has to dump wrong legacy. This is the greatest vice that affects every work culture. That one which can remove itself from the clutches of this problem thrives and ensures growth. Work culture is something that is inherent and local to every organization. It can be adapted to suit the needs of the organization. However, letting the organization adapt to the work culture is the wrong way. People who are so much a part of the work culture are the ones who will prevent any change to it. This is where youth can play a fantastic role. It knows no bounds. It is willing to take risks and inject that very much needed dynamism. However, there is always the risk of frustration among youth when things do not move in the desired way....

Youth is one of the most important driving factors behind any organizational growth and sustainability. Young blood brings in the force and spirit required for uplifting the organization from any stagnancy and decline. It takes time. But during that period, youth matures and understands the exact amount of torque needed to change the direction in which the organization is headed for. It is very much possible that prevalent work culture and organizational framework are so rigid that molding any change is that much more difficult. In fact, there is the chance that the system resists change. Though the change is for the better. Sometimes knowingly. Sometimes unknowingly. Reasons vary...

Going back to Ruskin's words. Every organization needs to find its requirements. These may evolve. However, the basic understanding would remain the same. Both the grass roots and the top hierarchy need to find a perfect balance. Job roles and their scopes need to be defined. Precise planning and the flexibility to change legacy make the work interesting. Motivates the cadre to get involved even more. Success drives success. An engaging work environment fosters a sense of reponsibility and ownership. Drives the grass roots to assume situational leadership. This is beneficial to the organization on the whole in the long run. Cultivate the garden within...

Ending this piece with something to think about. Is work culture an incremental phenomenon?? Or is it something that is driven by natural selection?? What sort of relationship exists between change and work culture??