don's report archive

by Donald B. Ardell, Ph. D.

Wellness in the Headlines
(Don's Report to the World)

No workplace is ideal, since the focus has to be on performance, not on the happiness and health of the workers. Just the same, these two qualities can contribute to productivity and, thus, the success of any company. A workplace that celebrates, teaches, rewards and otherwise advances the skills of personal effectiveness improves the prospects of employee health and happiness. In doing so, organizational prosperity is promoted.

The key conditions needed for making a wellness lifestyle one of the company norms (rather than an heroic act on the part of the employee) are quite different from the old Taylorism or scientific management school of thinking. Taylorism, an assumption that people were inherently lazy and unproductive if not monitored carefully, was typical during the days of mind-numbing piecework on the assembly lines of the 1940’s and 50’s. Such management thinking would not be acceptable today.

How can you sense what needs to be done to create a well workplace? Ask yourself if your current work environment leads you to feel that you:

• Are engaged in work you find meaningful and valued;
• Experience a sense of community where you work;
• Are confident systems are in place that support you to be as good as you can be;
• Participate in decisions that affect you;
• Understand company financial records and have access to vital information about the organization’s competitive position;
• Enjoy a variety of tasks, perhaps as a key member of a self-managed work team;
• Are encouraged to continue your education;
• Have a stake in company share performance;
• Enjoy your work, respect the organization and care about others who work with you -- and vice versa;
• Are encouraged to take risks, be creative and even to have a bit of fun while advancing the company mission;
• Enjoy flexible work style and times;
• Are assisted in adapting to change, stressful conditions, escalating expectations, ambiguity and uncertainties;
• Are encouraged to think critically and to master vital skills in the areas of personal dynamics (leadership, communications, conflict resolution, consensus building);
• Feel respected and taken seriously; and
• Are sought out for your knowledge, asked to contribute daily and, because of all this and more, actually enjoy going to work -- you even sleep well at night!

How might you contribute to a well workplace environment, one that enables everyone to gain the skills and perspectives, mindsets and supports that contribute to (but don’t guarantee) health and happiness? Do I know how you can promote and hasten a transition for your company to a well workplace?

No, of course not. Even if I did, there would be too many details to address -- and we all know that the Devil lurks in the details. However, if it’s a good idea, you should began the journey now, not later. You can work with others, little by little and day by day, to figure out how to move in these directions. Start with self-management issues of most interest to you. Want to promote a bit of “lightening up” of the workplace?

Check out what other companies have done to encourage creativity via humor and play workshops. Review innovative efforts at other companies that add meaning and purpose, boost critical thinking skills and further a shift in company programming from medical efforts at risk reduction or preachy lectures about weight loss and fitness to topics of joy and happiness leading to more lifestyle artistry.

In summary, make no little plans. William James identified three rules for change: 1) start immediately; 2) do it flamboyantly; and 3) make no exceptions. Price Pritchett said these rules “give a sense of urgency, an air of drama and the level of commitment needed” for fast growth and change.

One of the keys to success is knowing which bridges to cross and which to burn. To transform your workplace, the bridges to burn are those leading to risk reduction and the like. Torch these Taylorism-like spans and do it immediately and flamboyantly -- no exceptions. Cut off the escape routes, put wellness in a position where it is noticeable and everyone can rise to the occasion. As Robert Frey noted in a recent Harvard Business Review article, “The people who change best and fastest are the ones who have no choice.”

Focus on the big picture -- adding value, meaning and purpose, happiness and health, critical thinking -— the issues that really matter for worksite wellness.

I’ll leave you with a suggestion that, while a wellness worksite won’t come quickly or easily, it can be realized -- provided you look on the bright side of life -- and work at it.

(Ed. Note: Views expressed in this and other columns are those of the author and not necessarily those of the SeekWellness Editorial Board.)

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