As leaders we seek to create a calm work environment which is programmed. All of our actions should be by design based on logic as opposed to spontaneous actions based on emotion. We have been led to think that employees work together best in quiet, rationale and controlled spaces.
However, the reality we experience is vastly different. Some of the most productive, innovative thinking I have experienced has resulted from dynamic work teams. These have been conglomerations of employees coming together to solve difficult problems. We sometimes operated on emotions which, at times, have verged on the edge of chaos.
For example, during a global roll out of SAP software team members participated in animated discussion, loudly challenged others thinking. We even found ourselves at times shouting and at other times on the verge of crying. Being on this roller coaster was one of the most challenging, productive, rewarding and downright fun work teams I have ever experienced.
This is where a great deal of robust, open dialogue to seek understanding takes place. In these electric environments there is no need to survey employees regarding their level of engagement. Rather, one can simply walk into the room and see and hear the engagement. One can:
- See employees who are actively collaborating with one another for understanding
- Hear employees who are having lively conversations which at times can get loud
- Experience conversations which take twists and turns no one could predict!
Employees who are truly engaged are ‘in the moment.’ They are internalizing the topic at hand in real-time through the most enjoyable and effective method of learning which is experiential.
Mihaly Csikszentmihalyi called this type of optimal experience ‘flow’ – the state in which people are so involved in an activity that nothing else seems to matter. This researcher discovered that when people are in a state of ‘flow’ the experience itself is so enjoyable that people will seek to carry out these activities even at great cost, for the sheer sake of experiencing ‘flow’. http://www.amazon.com/Flow-Psychology-Experience-Perennial-Classics/dp/0061339202
Csikszentmihalyi’s finding that people experience the best moments of their life when their body or mind in stretched to its limits in an effort to accomplish something difficult and worthwhile has significant implications for us as leaders.
This suggests that it is not always advisable to create manageable workloads for employees. It also calls into question ‘dumbing down’ tasks so that they can be easily accomplished. Rather, the research on ‘flow’ proposes engineering a much more dynamic, unpredictable work environment, where employees will inevitably be stretched and challenged in ways that we cannot even imagine.
Proactively creating this type of unruly work environment may go against much of what we have learned. It may seem downright counter intuitive to good leadership practice. Our paternal instincts to protect our workforce may kick in.
However, think back to your most rewarding and fun teaming experience. Chances are that you were in a state of ‘flow’ which resulted from a work environment that was anything but calm!
- Why do you resist creating work environments which are dynamic with new priorities and directions emerging in real-time?
- How can we create work environments where employees feel ‘flow’ on a regular basis via challenging work environments where they are stretched beyond their limits?
Note:The views expressed in this blog are my opinions and do not in any way reflect the views of my employer.