By experience, we know that a negative atmosphere (environment, climate, culture) moves an organization (family, team, department, community, congregation, etc.) toward destruction. As we do when speaking of an individual’s character, we can also speak of the character or ethos of the ‘group’ [ethos is the characteristic spirit of a culture as revealed in its beliefs]. It is a challenge, if not outright difficult, to describe or analyze an ethos; yet most of us immediately sense its power and effect when we enter into most any group environment.
We know, many of us as a result of direct experience, that when the ethos is ‘positive’ or ‘healthy’ that wonderful things can and do happen. We find it a joy and a privilege to come to work when the organization’s ethos is ‘positive’ or ‘healthy.’ We love rising in the morning as we look forward to ‘going to work.’ The atmosphere (climate for some) is warm, full of positive energy, and people are welcoming (hospitable) and caring. Creativity seems to wash over folks like a positive tsunami.
On the other hand, we also know what it is like when the atmosphere (climate, environment, culture) is negative, if not outright destructive. We dread waking up in the morning. We seek to leave part of ourselves at home or in the car (which is why some of us keep a car window cracked open a bit so the part of us that we leave in the car can get some fresh air). Before we enter the building we cross an imaginary threshold and our spirit wanes — some become Lazarus-like, or zombie-like. They become the walking dead.
Many years ago W. Edwards Deming (the grandfather of the Quality Improvement Movement) said that most organizations do not pay attention to the most important aspect of ‘quality control’ and that is the ‘culture’ of the organization. Negative cultures sap our energy. The leadership motivates by criticism and coercion. People are frequently bullied or demeaned and dignities are compromised (so is integrity).
Consider that one of the reasons much of this occurs is that we give our power over to others. When I am invited to be of service to people who are members of an organized group I frequently invite them to engage the following exercise: Quiet yourself and then ask yourself what image you have of those who have ‘power over you.’
It is my experience that when people feel powerless in the face of those who lead them, one way to begin to experience their own power is by framing certain types of questions. These questions open pathways and invite reflection. This type of questioning is gentle and persistent [the questions come from a place of not knowing — this helps people engage the questions rather than defend against them]. People that rely on coercion and manipulation can actually be influenced, if not persuaded, by powerful questions [see the Quaker, John Woolman, who influenced the Society of Friends in the 1700s so powerfully that as an organized group that they realized that it was immoral to own another human being and so as a Society they stopped being slave-holders].
So, Gentle Reader, those of a few of my thoughts this morning. What are you thinking about this morning?
Searcher-Seeker 