Vision and Personal Responsibility

Vision* is a matter of personal responsibility.  To help illustrate that point, consider a few rhetorical questions:  Who’s responsible for what happens in your life?  Who’s responsible for your workplace?  Why is your workplace the way it is?  What do you want it to be?  What would it take to make it better than it is now, and what does “better” mean?  Who’s going to make it better?

Defining and expressing a vision is a first, and essential, step in the process of taking full responsibility for ourselves and our lives.  It’s ultimately about being a participant and not a victim.  It’s about being a participant in our own lives rather than a victim of our circumstances.  It’s about being an active participant in our organization, participating with our colleagues to contribute to the quality of the place, and not a victim of the people we work with and the way things are.

Fantasy and Irresponsibility

One of the knocks against vision is that it’s just indulging in fantasy.  And that’s exactly what it often is.  Other than the waste of time, the problem with fantasizing is that we do it in an effort to avoid facing reality.  It’s about avoiding responsibility for actually dealing with life and the world and people around us on their own terms and in a constructive manner.

Fantasy in this sense is about wishing.  Those alleged vision statements hanging on company walls all over the world aren’t really visions at all.  They’re empty wishes–wishes that we operated in a certain way, that we treated our colleagues and customers a certain way, that we accomplished certain things.  And because they’re wishes, they’re guaranteed to never become reality.

That’s because wishing is easy.  Wishing is cheap.  Wishing asks nothing from us, and we give nothing for our wishes.  Wishing instead demands that the world and life and other people become what we want them to be without any effort on our part.  Wishing turns us into victims of the world and other people, neither of which will ever live up to our demands.

The real problem with wishing is that it denies personal responsibility for taking action to get what we say we want and to be what we say we want to be.

The Responsible Choice

Dismissing the vision question, however, isn’t the answer because it actually suffers from the same flaw.

Dismissing vision and getting back to work may seem like the responsible choice, but it’s not.  It’s fundamentally irresponsible because when we do that we’re actually refusing to take personal responsibility.

We tell ourselves that we dismiss the idea of vision because we’re so busy.  We’re working so hard doing “stuff”.  There’s no time or attention left for that kind of luxury.  We’re expending so much effort and energy.

But giving energy towards what?  Where is the energy taking us?  (We’ll set aside the question of why for now.)  What are we creating with all that energy?  Without previously defining for ourselves what we actually want, our effort isn’t in service of taking personal responsibility for producing anything or getting anywhere in particular.  We’re just keeping ourselves busy.

We can’t get what we want by chance.  There are too many other people and organizations trying to influence and act on us.  Their goals are to get us where they want us to be, not to help us get what we want.  We also have our own natural drives and instincts, motivations and fears, influencing how we show up in life.  These natural tendencies don’t typically produce our best selves.

So, these external and internal forces aren’t likely to lead us where we really want to go.  If we don’t first decide what we want, we’re basically just letting the currents of life and our own lesser nature take us where they will.  We’re leaving the outcome to chance and to someone else’s agenda.  That’s not being mature and realistic.  That’s being irresponsible with our lives and our organization.

The Demands of Vision

On the other hand, a vision (one that’s not mere fantasy) makes a demand on us.  It forces us to face reality and demands a response.  It asks what we’re going to do about the distance between where we are and where we say we want to be.  It demands that we take responsibility for doing the things required to fill that gap.  Then it convicts us if we refuse, and we have no one to blame but ourselves.  That’s what vision does.  That’s all it can do.

If we refuse to accept this responsibility and act, then we don’t have a vision.  We just have a fantasy–a wish, and wishes don’t do anything.

We May Not Have Caused It, But We’re Responsible for It

Another tricky thing about all this responsibility stuff is that we often confuse responsibility with causation.  We didn’t cause our workplace to be what it was when we arrived.  But now that we’re there, we, along with everyone else, are responsible for making it what it will be tomorrow and next year.

We’re responsible because our workplace will be something tomorrow.  It will have a certain culture and climate and a certain way of doing things and a certain degree of effectiveness.  It will be what it is because of the choices each one of us makes, what we choose to do, and how we choose to do it.  The question is whether our actions will contribute to making it more or less like what we say we want?

We’re responsible because we’re all there is.  Our workplace is just the sum of us.  There’s no “they” that we can blame for what happens here and what becomes of this place.  There aren’t any elves or fairies to express appreciation or do considerate things for each other or do our jobs better or fix our mistakes.  There aren’t any gremlins who act inconsiderately and ruin everything for everyone all the time.  Look around.  No one is going to save us from ourselves.

None of us individually caused our workplace to be what it is, but each of us has responsibility for what it will be.

*Again, we could use the term goal, objective, ambition, target, destination, desire, target, etc.–something reflecting a desired future state.


Creative Tension – The Energy to Do the Work

There are some other ideas that are important to talk about along with shared vision and aspiration. These other ideas are important because I recognize that in the prior post about the value of talking about shared vision* I basically just asserted that vision,if approached in the right way, can be connected to and can influence what we do and how we do it.

I made that claim, but I didn’t back it up.  I didn’t actually make the connection between the abstract, academic idea and the concrete, practical world of getting stuff done.  I want to try and connect those dots because I understand that talk of vision can still seem irrelevant to the concerns of real life.

One idea that helps make this connection is something referred to as “creative tension” in The Fifth Discipline by Peter Senge.

Here’s the short version:

We always want something.  When we decide that we want something at Point B and we realize that we’re at Point A, that creates a gap.  The existence of that gap creates tension.  That tension is uncomfortable.

We have a couple options when faced with the gap.  We can give up our desire for Point B and surrender to apathy.  We can deceive ourselves and try to believe that we’ve already achieved Point B.  Either of these may help reeducate tension for a time.

Alternatively, the tension can be a source of energy and creativity and motivation to help us do the work required to move towards Point B. That’s the value of creative tension.  Without explicitly articulating the aspiration for Point B, we may not have experienced the tension and may not have had the energy to do that work.

Here’s the longer version:

There’s a problem that we get into when we head down this road of aspiring towards something better.  The problem is illustrated in one of Aesop’s fables, The Fox and the Grapes.  In the fable, the fox comes walking down a road (let’s assume he’s walking on his back legs and wearing human clothes, including pants, like any respectable story book animal).  During his walk (maybe it’s a saunter) he comes across a bunch of grapes hanging from a vine over his head.  He’s hungry, and he can see that these are excellent grapes.  They’re plump and juicy and the perfect ripeness for picking.  He can imagine (in his strangely human-like fox brain with a neo cortex) how delicious they’ll taste.  They’re beyond his reach standing on the ground, so he jumps to grab the bunch . . . and misses.  He jumps again and misses again.  The grapes are father away and harder to get to than he first realized.  So he takes a few steps back, gets a running start, and jumps again.  No matter how hard he tries, the grapes are just out of reach of his little fox paws.  Eventually he tires himself out from all his jumping and gives up.  As he walks off, he tells himself that those grapes were probably sour and that he didn’t want them anyhow.

After the fox aspired to get his paws on a bunch of ripe, delicious grapes to ease his intense, gnawing hunger (he skipped breakfast), he learned that there was a gap.  There was a gap between the height of the grapes he wanted and how high his nimble yet diminutive fox legs were able to jump.

That’s the situation we find ourselves in whenever we entertain any kind of aspiration in any area of life.  The nature of an aspiration is that it’s something that we don’t now have or some quality or state that we haven’t achieved.  So in any vision or aspiration there is always a gap between the current reality and what we want.  And the presence of that gap always sucks or, as we’ll refer to it here, it creates tension.

We can picture the gap as a rubber band stretched between two poles.  One pole is our current reality–where we are right now.  The other pole is our desired end state (who we want to be, where we want to be, how we want to perform, etc.).  The farther apart the two poles are, the more the rubber band is going to be stretched, and the more tension there’s going to be in the system.

In our lives, that tension is a form of cognitive dissonance, and it’s not comfortable.  In fact, it can be intensely uncomfortable.  It can be awkward.  It can feel yucky.  It can taste like the bitterness of failure.  It actually shows up as feelings of physical discomfort and mental anxiety.  We feel uncertain and vulnerable.  It can trigger our fight or flight response and all the physiological stuff that goes along with that.

Going back to the rubber band analogy, we also need to recognize that the rubber band that’s stretched contains potential energy that wasn’t there when it was just sitting limp on the table.  The same goes for the tension in our gaps.  We call it creative tension because there’s energy and power in the gap between current reality and what we aspire to.  That energy is what helps us do what’s necessary to create what we’re shooting for.

Like the fox, in the face of the gap and the discomfort we experience when we recognize how far we are from what we want, we can give up, and we can claim that we didn’t really want that goal and that it probably wouldn’t have been that good anyhow.  We can also try to fool ourselves into thinking that we’re better than we really are.

With that in mind, it’s also helpful to look at what happens when there’s no creative tension.  Without the tension, either because we aren’t aspiring to anything different or better or because we don’t accurately understand where we are, there’s just satisfaction with the status quo.  With no motivation to change or to work for improvement, there’s stagnation.  When we abandon our aspiration, we’re left with apathy, disinterest, and disengagement.  And deceiving ourselves into thinking we’ve achieved something that we haven’t produces an off-putting smugness.

The alternative is to expect and even welcome the discomfort.  We can come to recognize that the discomfort is ok, to see it as something positive because it’s a sign of energy in the system.  And to then remember that we can use that energy as a creative force to help us do the work that will get us closer to what we want.

The fox had options.  There were ways to be creative (story book foxes are clever, after all).  He could have found a stick to knock down those grapes or found a fox ladder (that’s what anthropomorphized foxes use) or found some climbing friend (perhaps a tree sloth) or taller friend (like a bear) to help him, but he didn’t.  He couldn’t hold the tension, and he couldn’t cope with it effectively.  And he didn’t get what he wanted.

That’s why we say that it’s not what the vision is, it’s what the vision does.  If the vision is going to actually do something, we have to let it produce creative tension; we have to tolerate the discomfort of that tension; and we work with the energy in that creative tension to figure out how to get closer to what we say we want and then actually do the work.

Going back to the earlier post about shared vision, I think part of the problem with a lot of vision exercises is that they don’t actually produce much creative tension.  Or, if they do initially, then we don’t hold it and don’t use it, and it disappears.  That could be because people don’t fully understand current reality and don’t see the gap.  It could be because they don’t actually invest in wanting what they say they aspire to–maybe in reality it’s just a bunch of fancy words that we use to make us feel good about ourselves but don’t really want that badly.  Maybe we don’t believe it’s achievable.  Whatever the cause, it’s clear that there’s no creative tension in the system, so there’s no energy, so the vision doesn’t actually “do” anything, in spite of what the words say.

Does this help you make the connection between the abstract idea of vision and the concrete of daily work?  What’s your experience with creative tension?  How does that gap feel?  How do you deal with the tension?

*Again, feel free to use goal, objective, ambition, target, destination, desire, target, etc.–something reflecting a desired future state.

Shared Vision: Waste of Time or Essential for Success?

One of the central themes of A New Workplace is the effort to define a vision* for the places we work.  The value of developing a shared vision is sometimes taken for granted.  But it’s not without good reason that we often run into resistance when trying to undertake these exercises in the workplace.

Do we really need to talk about vision, or is it just a waste of our time?

Here’s the short version:

We’re all busy.  We all have plenty of “real work” that needs to be done, all the time.  So, yes, talking about our vision can be a frustrating waste of time that could have been spent doing something productive.  This happens when we emphasize what the vision says.

The way around this is to focus on what the vision actually does.

We have the ability to make things better than they are right now.  But any improvement to the workplace requires that we first articulate a vision of what that something better actually looks like.  So, yes, visions are necessary for improvement.

But visions aren’t magic.  They don’t automatically produce the desired results just because we write them down.  The vision needs to actually do something or, more precisely, to cause us to do something, consistently, for a long time.  After we take that first step, we then have to figure out how to use the vision.  We have to actually get to work and take action that moves us towards making that vision a reality.

Here’s the long version:

Bringing up “vision” evokes different responses from different people.  Some people get excited because to them the topic is fun and inspiring.  Others groan or roll their eyes, remembering hours of wasted time, time that they’ll never get back, time spent on meaningless fluff when they could have been doing actual work.

Who’s right?  I suspect both perspectives are legitimate.  I wouldn’t disagree that many millions of man hours have been wasted in organizational visioning processes.  I’ve been part of some excruciating experiences in the name of drafting a vision statement.  And, at the same time, improvement can and does happen, and real value can flow from people who hold a vision of something better for themselves and their group.

In my past negative experiences, part of the frustration came from the effort put into the wording and trying to get consensus on “perfect language.”  Inevitably, some people demanded that we include their pet phrases.  We would go round and round (and round and round and round) trying to get the statement just right.  (Cue images of people searching for sharp objects to jab through their eyeballs.)  To add insult to the injury, we wound up forgetting about the statement we put all that effort into.  It just didn’t make any difference to what we did or how we did it.  I’m not alone in those experiences.  With all that baggage, it’s easy to understand anyone’s skepticism about vision statements.

So where does that leave us?  Do we just write off visions as a frivolous emotional indulgence?  Do we try anyway, blindly hoping that things will work out differently this time?

I think part of the answer lies in our intention for the process–what are we actually trying to accomplish and why?  Like I said before, in my bad experiences, we worked a lot on what the vision “is”–debating the specific wording.  In spite of that effort, the end product had no effect on our behavior.  We produced “a vision,” but it didn’t actually “do” anything.  We approached the exercise as if the words themselves were what mattered most without much thought for what effect the words would actually have on us.  That looks like a recipe for cynicism.

I think the solution is found in this statement from the book, The Fifth Discipline by Peter Senge:

It’s not what the vision is, it’s what the vision does.

There’s no doubt that visions can be maddening and their results impotent.  But there’s a fundamentally different way to approach a vision, and the above statement captures this difference.

Visions aren’t magic.  Writing out a vision isn’t like waiving a magic wand that turns us into what we say we want.  Defining the vision is just the very first step of what’s probably a very long journey.  It’s got to be followed by a lot of hard work.

So, instead of wordsmithing, we can choose to concern ourselves with what the vision does to us and what we do with the vision and as a result of the vision.  We can choose to be less concerned about getting the wording perfect.  We can be less focused on producing something worthy of a plaque to proudly hang on the wall.  We can instead be more interested in whether the statement, even if it’s not eloquent, captures what we actually want for ourselves and our organization.  We can honestly ask ourselves whether it portrays something we’re willing to put effort into and to consistently and persistently work toward.  We can put effort into figuring out how to make sure we actually use the vision to help shape our actions.  We can then do the painful stuff that the vision requires of us.

It’s about aspiration.

At its best, working out a shared vision is about connecting with our capacity for aspiration.  A capacity for aspiration is the ability to recognize that there’s something better than what we now have or now are.  We realize we want something different.  We give that recognition some shape in our our mind. We believe that it might be possible to move a little closer to that image.

A capacity for aspiration is essential for any change, for any improvement, and for accomplishing anything meaningful in life.  Aspiration for a shared vision can actually “do” something for a group of people.  And that’s why it’s worth our time and energy to work towards forming a shared vision.

I don’t particularly care what our vision looks like.  I don’t care if it would win an award or how it would look in fancy vinyl lettering.  But I do care about the quality of my workplace and what it could be, and I do care whether I work in a place where people share an ideal that motivates them to give the effort and do the work that’s required to actually improve things for each other and the clients they serve.

Give this some thought.  What kinds of experiences have you had creating a vision with a group?  What could have made those experiences more positive?  How do you feel about spending time discussing your vision for your workplace?

*If the word “vision” turns you off, feel free to choose a different word.  Use goal, objective, ambition, target, destination, desire, or target.  Any word that brings to mind a desired future state will work.

Welcome, Humans

Welcome to A New Workplace!  Thanks for visiting.  I’m glad you’re here.

Let me start with a bit of sappy but honest appreciation: I sincerely respect and value your time and attention.  Your time is limited, and there are many millions of things competing for your eyeballs and mind and heart.  So thank you.

Since you’re spending a bit of your valuable time here, I should be polite and introduce myself.  My name is Gabe Clark, and there are few things I dread in life more than the invitation to “Tell me about yourself.”  But let’s at least start with some basics to get the ball rolling: I’m a guy with a family that I love deeply.  I do work that I enjoy at a very special company where I get to spend time with some of the best people I know.

That’s enough of that.  I would really prefer we get to know each other in a more natural way, through the ideas shared here and the interactions we have, rather than have me sit here and try to sell you a story about who I think I am (or, worse, who I want you to think I am).  But this really isn’t–or at least I don’t want it to be–about me anyway.  I’ll use the platform to share some of my thoughts about the workplace, but I recognize and try to consistently remind myself of the limits of my own perspective on this topic.

That being the case, I want to make one thing very clear: my aim isn’t to put myself out as an expert on a topic as complex as the nature of the workplace and how we can improve it.  I don’t claim to have answers about exactly what should be done, much less to have a recipe for how to do it.  I don’t know you, and I don’t know the dynamics of your workplace.  This is all part of a learning and growth process for each of us, me especially.  I’m striving to consistently do my best in my own life and work situation to help promote and create the kind of workplace that aligns with my values and my own sense of a what makes for a quality working environment.  If you’re reading this blog, I trust that you’re interested in doing the same.  I believe there’s opportunity for us all to better understand the complex issues and the powerful social, structural, behavioral, emotional, and psychological forces at play in these systems that make up our workplaces, to understand the relevant principles, and ultimately to take more effective action to promote change wherever we are.

I really hope this will become a place where people who share a passion about the quality of our workplaces and our working lives can engage with each other.  I hope that this will be a place where mutual respect prevails in order to provide the safety required for the kind of genuine dialogue that can lead to change.  (That’s a lot to expect of an online interaction, but this is a blog about improving the quality of our workplaces, so why cut short the idealism, right?)  I hope this engagement can take place in a way that helps increase our capacity to influence and to make a positive contribution to the places we spend so much of our waking hours for so much of our lives.

I’m obsessed with gaining a fuller understanding of what elements and what principles influence the nature and quality of our workplaces.  I’m fascinated by the prospect of how we can show up as more positive participants in determining the quality of our workplaces.  I’m passionate about both the key role that our working lives play in our overall quality of life and the role that the quality of our workplace plays in our ability to show up as our best selves and live with the meaning and purpose that are so important to our well being.

The topic is of vital importance in the modern world.  Our organizations have to be economically viable and operationally effective.  That goes without saying.  But that’s not enough.  We want these kinds of workplaces.  More and more people are starting to demand these kinds of workplaces.  We need workplaces that are hospitable environments for our humanity.  The human costs of expending the amount of time, energy, attention and effort that our working lives demand of us in a habitat that doesn’t contribute positively and meaningfully to the quality of our lives (or, perhaps more accurately, a habitat that isn’t conducive to us feeling that that we’re making a meaningful contribution) is too high.  I don’t believe that it has to be this way.  I believe we can do better.  I believe that our workplaces can be healthier.  I believe that each of us can do more to make our workplaces into what they can and ought to be.

Again, thanks for your time.  I’d love to connect, so please comment or drop me a line at gabriel_clark at hotmail dot com.