4 Ways to build a Human Company in the Age of Machines [TED Talk]

Description of Ted Leberecht´s talk:

In the face of artificial intelligence and machine learning, we need a new radical humanism, says Tim Leberecht. For the self-described “business romantic,” this means designing organizations and workplaces that celebrate authenticity instead of efficiency and questions instead of answers. Leberecht proposes four (admittedly subjective) principles for building beautiful organizations.

My new TEDx talk: “Dare to Foster Compassion in Organizations”

I´m super happy. After my official TEDx premiere at TEDx Bergen/Norway in 2014 (How to be the architect of your own fortune), as of today, my second TEDx talk is available on YouTube. It was filmed at the very first edition of TEDx EBS late in 2016. EBS University (or European Business School Oestrich-Winkel) is one of the premier business schools in Germany and, coincidentally, the place where I obtained my Ph.D.

The talk is named “Dare to Foster Compassion in Organizations”. It draws on research by luminaries such as Jane Dutton, Monica Worline, Adam Galinsky, Laura Little, Jennifer Berdahl, and the late Peter Frost (and even though they are neither mentioned nor referenced on a slide explicitly, Esa Saarinen, Adam Grant, and Robert Quinn).

I hope you will enjoy the talk! And if you do, please consider sharing the news. Thank You!

If you are interested in a (sort of…) transcript of the talk: this was published here a while ago.

“Other People Matter” at Work, says recent Meta-Analysis

woman_tattoo_smilingDo you like the people you´re working with? Do you identify strongly with that group of human beings? Do you even feel that you belong to the larger system of the organization you´re working for? If the answer is yes: Good for you! Because most likely, this will be beneficial for your psychological and physiological health in the long run.

A recent meta-analysis by Niklas K. Steffens (University of Queensland, Brisbane) and colleagues concludes that

both workgroup and organizational identification are associated with individuals’ experience of reduced strain and burnout as well as greater health and well-being.

In short, liking the people we work with on the immediate level (our team) as well as the macro level (the organization as a whole) and experiencing a sense of belonging helps us to stay healthy and sane. From a Positive Psychology point of view, it´s interesting to see that social bonds do help to prevent stress, but even more so, foster the experience of positive outcomes:

Social identification feeds more strongly into the promotion of what is “good for us” than into the prevention of what is “bad for us”. These findings support previous work which has made the point that the absence of stress is not equivalent to the presence of well-being. More specifically, findings are consistent with a psychological conception of positive human health and phenomenological accounts of social identification which suggest that increases in identification capture increases in positive experiences and are therefore related particularly strongly to positive forms of well-being.

Here´s to you, Chris Peterson!

Welcome to the Center for Positive Organizations

CPO_LogoSo, I’m sharing a commercial video here. Yes, that’s not the usual content on Mappalicious.

It’s just that so many of my academic heroes are gathered in this video (and thus, at the CPO, e.g. Robert Quinn, Jane Dutton, and Kim Cameron) that I’m actually eager to share it. The CPO is a fabulous place to learn. I know this ever since taking part in their Positive Business Conference in May.

Please also check out their fabulous website. They host a wide array of Positive Psychology resources, e.g., this extensive list of research papers on Positive Organizational Science.

10 Books on Purpose and Meaning in Life and Work

Esfahani_MeaningI don´t know if it´s my age (…the 40s are clearly in sight…), or the fact that I will become a father for the second time over the upcoming weeks (Yeah…!), or if it´s just in the air anyway (I believe so…) – but my mind is preoccupied with the topic of meaning and purpose at work and in life in general most of the time.

If you also would like to dig deeper into that subject-matter: Here´s a neat book list for you. Some books are brand-new (e.g., Dan Pontefract´s) or haven’t even been published yet (as in the case of Emily Esfahani Smith´s, a fellow Penn Mappster), some have been published over the last two years (e.g., Aaron Hurst´s book), some are a bit older (e.g., Rick Warren´s bestseller), and with Mihály Csíkszentmihályi and Viktor Frankl I´ve also included some classics. Some books are based on solid science through and through (e.g., Vic Strecher), some are more self-help style (e.g. Marsha Beck), some are scholarly books (Dik et al.), most are clearly written for the layman.

Share and enjoy!

Return On Flourishing (ROFL): A Keynote given at the Fifteen Seconds Festival in Graz/Austria

For my German-speaking readers:

About two weeks ago, I gave a keynote on Positive Psychology at the Fifteen Seconds Festival in Graz/Austria. It covers a short introduction to Positive Psychology, some scientific facts on the relationship between treating your employees exceptionally well and the financial returns of a company (based among other things, on the research of Prof. Alex Edmans), and a model of exceptional leadership based on ideas of Prof. Michael F. Steger.

Share and enjoy!

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Compassion and Business: How does that go together?

The word compassion sounds “soft”. It invokes images of praying Buddhist monks, nurses taking care of the feeble, or a priest administering the last rites to a dying person. What surely doesn´t come to mind is the picture of a corporate boardroom, right? But why?

When we walk into to the office in the morning and someone asks us “How are you?” we´re supposed to say something along the lines of: “Fine! How about you?” It´s part of the language game in the corporate world. We know this. At the same time, we all know that quite often, people are presenting a white lie at this point. We know this very well precisely because we do the same every once in a while. We say “I´m fine” even when things clearly aren´t fine at all.

Life can be a bitch. Our loved ones become sick or pass away. We fight with our spouses, our children, our parents, our neighbors. There are bills to pay and sometimes the end of the month is still too far away. Hell, the Warriors lose to the Cavs after a 3:1 lead in the NBA finals. It´s tough.

This emotional load – we bring it into the office, no matter if we admit it or if we decide to cover up. Most people indeed choose to cover up – as somehow, someone decided a hundred years ago that businesses ought to be rational places, spaces where emotions don´t belong or even disrupt normal functioning (whatever that is…).

The problem is: It´s just not possible. People cannot shut down their emotions at discretion. At least not for longer periods of time – and certainly not without paying a price.

There is always pain in the room.

This sentence was coined by the late management professor Peter Frost, one of the pioneers studying and advocating compassion in business settings. It´s a quite powerful proposition, even though (Or maybe: because?) it states something very obvious. Shit happens to the best of us. We suffer – and sometimes, it takes us a long time to cope. We feel pain and sorrow and those feelings don’t bother to ask us if we are currently at work or at home.

So, how should managers and co-workers react? The common rules of business tell us to ignore or downplay the issue but in most cases, that´s not what really helps.

Not showing our suffering or downplaying the suffering of our colleagues is a perfect example of what Finnish philosopher Esa Saarinen calls a system of holding back in return and advance. We don’t openly display our suffering because we expect from prior interactions that it will not be acted upon appropriately. Meanwhile, the others see no need to act compassionately as everything seems to be OK. Ad infinitum. And the longer this “non-reciprocity circle” is in place, the harder it becomes for an individual to make a first move in order to interrupt the chain of neglect.

Another way would be to act compassionately: To notice the negative feelings of our co-workers, to feel empathetic concern, and to act accordingly. Compassion does not equal to fully experiencing the same feelings as the person we´re compassionate to.

Put in a straight-forward way…

…being compassionate means to be willing to imagine how it would feel like to walk some miles in another person´s shoes – and then, upon recognizing this would probably be hurtful, trying to appropriately mitigate that pain or suffering.

That´s it. It´s not a mystic thing – and we don´t have to mediate in a cave for 20 years before we´re able to pull off that stunt.

We know how to be compassionate even before we can ride a bike. Small children act compassionately by nature. When they see another child crying, they instinctively show signs of distress – and then they try to help with their restricted means, e.g., by caressing their counterpart or sharing a toy.

But somehow, this get´s lost as we get our high school diplomas, university degrees – and then move on to become business people. Which is a pity, because businesses create a lot of pain themselves – it´s not all from our private lives. People suffer because they don’t get that promotion, because their buddies get laid off, or just because co-workers, or even worse, bosses behave in outright toxic ways. Again, we all know this to some degree.

Here´s the point: Science shows over and over again that by carelessly ignoring these emotional dynamics, businesses are hurting the bottom line. If you want to know how, I´d like to point you towards this superb review article written by science rock star Jane Dutton of University of Michigan´s Center for Positive Organizations and some colleagues (that´s also where I “stole” the graphic from):

Dutton, J. E., Workman, K. M., & Hardin, A. E. (2014). Compassion at Work. Annual Reviews of Organizational Psychology and Organizational Behavior, 1(1), 277-304.

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