Building blocks to create a successful work environment
What makes someone more likely to do something in a certain way? Is it the way they were born, the way they were raised, or an intricate combination of the two? In the past, it was believed that humans were hard wired to accomplish things only for themselves, and to neglect their peers when making decisions, but recent research is beginning to paint a different picture.
The article, “The Unselfish Gene” by Yochai Benkler brings to light the age old argument of Nature versus Nurture while using new research in biology, psychology, sociology, political science and experimental economics to answer the question, “Is the human disposition to be selfish?”
Communication is the best way to prompt people to collaborate in a way that benefits everyone involved, rather than just the self. How do we get here? Overhauling the culture of a company is difficult, however, the article suggests what might need to go into a culture that has taken on the first steps in becoming a cooperative system.
Touching on 7 key factors, “The Building Blocks of Cooperative Systems,” the steps necessary for development are explained below:
Communication: When you are able to get people talking and exchanging ideas, it becomes easier to come to conclusions that will benefit the whole team, rather than just one person.
Framing and authenticity: Talking about a company being communicative and collaborative is one thing and “may encourage cooperation for a while, but it won’t last if that claim isn’t believable.” Leaders of a cooperative system must practice what they preach.
Empathy and solidarity: When there is a feeling of empathy or solidarity, we are more likely to sacrifice our selfish interests for the community and the collective interest.
Fairness and morality: When placed in the proper conditions, people exhibit flexibility “in our ability to accept norms of fairness.” Doing the right thing is important. When people are guided by ethical code, it increases the chances that people will follow it, especially if this code is geared towards social norms rather than “rules” or “regulations.” Letting others see what you are doing, and viewing others is a form of communication because they can see what is working and “normal.”
Rewards and punishment: It is critical to set up these types of systems. The effort can go wayward, and become a vehicle for rewarding/punishing solely based on behavior. Leaders should look to foster a collaborative and cooperative environment, focusing on social, and intellectual motivators, because when leaders focus too much on behavior incentives and repercussions, the recipients psychological, social and moral development of a person can be affective.
Reputation and reciprocity: Direct and indirect long term reciprocity is another cornerstone to creating a cooperative environment. “Paying it forward” is a style of reciprocity that has been commercialized more recently. When reputation is included, there is potential in reversing possible negative effects.
Diversity: In a cooperative environment some degree of flexibility and sensitivity when catering to these differences are important. Environments that have harnessed “diverse motivations are more productive than are those built for people who care only about material payoffs.”
Understanding yourself as a person, and as an employee is a key element to success. Although CMA has not yet created an assessment that tests for the “unselfish gene,” we have constructed ways that allow us to pull together indicators of how an individual will perform in a certain environment based on personality, motivation, and/or past experiences. CMA and the assessments we offer are a great step in ensuring your company is filled with the people that exemplify, and are aligned with, your mission and others involved in the organization.
By: Maria Colarelli