“Most of us don’t think about workplace rights. We think because we live in America we have the rights we need. There are no constitutional protections in the workplace. Federal laws protect you from being fired because of race, gender or disability, but it doesn’t protect you for saying the boss is overworking you or the company’s actions are immoral. You can’t say that sort of thing in the workplace because the workplace is not a democracy.” Thom Hartmann, Author
Lately there’s been a great deal of attention paid to democracy. Everyone’s talking about it. Millions have watched the coverage of the historic protests in Egypt, where hundreds of thousands of people have courageously taken to the streets demanding political and economic freedom.
In fact, we see a rising tide of citizens across the globe expressing their growing discontent with the old order – “the ways of the Old Men are dying,” as one young Egyptian journalist put it.
While the voices for political and economic democracy are getting louder – way, way down under the radar screen there’s another trend brewing. It’s taking shape in different ways – unfolding slowly but surely. It’s a nascent but potent idea – workplace democracy.
I’m not suggesting that anywhere in the corridors of today’s C-suites there’s a clamoring for more democratic workplaces. Even the most enlightened leaders recognize that this concept is unshaped, inherently problematic (especially for the powers that be) and inevitably messy (as real democracy usually is).
But the signs that the “old order” is giving way to something else are everywhere.
What is Workplace Democracy?
Traci Fenton, founder of World Blu, promotes workplace democracy worldwide. She explains: “The word democracy usually conjures up images of voting booths, political pundits and town hall meetings. When we hear “democracy,” we often think “politics.” But organizational democracy is a system of organization that’s based on freedom, instead of fear and control. It’s a way of designing organizations to amplify the possibilities of human potential – and the organization as a whole.”
If you are involved in any way in management issues today – you hear the word engagement being used quite often. Everyone’s either complaining about worker disengagement or looking for ways to “re-engage” employees. Polls done in recent years show that worker engagement continues to decline. In January 2010, Time Magazine reported that only 45 % of Americans said they were satisfied with their jobs, the lowest since such surveys began in 1987.
While there are many variables that contribute to this decline, the bottom line is that at least half (some figures are much higher) of the employees polled report they are unhappy with their jobs.
The Long Shadow of Workplaces of the Past
Let’s face it – the basic meme that governs work today is the same one that’s kept people in the same place for a long time. It goes like this: When you choose to work for someone else (at will – so to speak), you agree to take on a job or a task and execute it in order to make a profit or desired outcome for the person that pays you. That’s the essential agreement and belief that still drives most work.
The “modern” era of the workplace debuted in the early 20th century when the need for greater and more complex production demanded a different style of work. Enter – Fredrick Winslow Taylor – the first consultant to practice “scientific management,” a revolutionary movement that proposed the reduction of waste through the careful study of work.
The American workplace (the gold standard for efficient work for nearly a century) hummed along for nearly 50 years informed by Taylor’s principles and practices. As Taylorism synthesized with WWII’s strategic planning models, a new style emerged in the post-war era that still forms the fundamentals of the dominant management model of today. Top down styles still rule, power is still concentrated in small numbers and information is still shared on a need to know basis.
In her ’09 post, Gwyn Teatro (You’re Not the Boss of Me) wrote,” I’ve have long believed that too much of the population goes to work, and goes home again, having no sense of either purpose or satisfaction. I suspect too, that neither do they make contributions worthy of their capabilities. For people in this situation, it is more about making a living, than living a life, and while that may have been acceptable to some people of my generation, (even grudgingly so), it is probably not enough for the current generation of workers who fully expect to have a voice in matters that affect them.”
“Because things are the way they are –
they will not stay the way they are.” Bertold Brecht
The signs are everywhere. They may not scream out “give us workplace democracy,” but these signs indicate that seismic shifts are happening in the world of work. Common terms like “work-life balance,” “corporate responsibility, “globalization,” “talent retention” and “work-flex” were not even a part of the corporate lexicon a generation ago.
Despite being battered by a global recession, stagnant wages and brutal job losses, polls continue to show that workers still want to derive more meaning and recognition from their work. The majority of workers mistrust their senior leaders, are skeptical about corporate morality and dislike the intrusion of management on their autonomy.
Indomitable trends that will reshape the workplace landscape:
What’s Needed – The Building Blocks of Workplace Democracy
The workplace isn’t going to be transformed overnight. And workplace democracy is a big, bold idea with lots of detractors. But the reality is that tinkering at the edges of change doesn’t seem well suited to the current era of instant information and demand.
While the fledgling movement is still tiny, it points the way to greater vision of what work can be in the future – human centric, values-based, ethical, creative, energizing and most important authentic enterprises.
In his recent post, The Shape of the Meaning Organization, Harvard Business Review blogger, Umair Haque charts a daring vision of the new corporate future, “Companies are going to have to get lethally serious about having an enduring, meaningful, resonant, multiplying, positive proliferating set of impacts – of all types, whether social, human, intellectual, spiritual, creative or relational. An isolated notion of “profit” is obsolete: it’s an arid industrial-age conception of a currency-focused construct that’s built to trivialize everything but what a firm owes its “owners” (its employees, society, community, environment, the future, even its own bigger purpose can all go to blazes). In the 21st century, we’re discovering the hard way just how threadbare and barren a prosperity that tired, lame, stale idea led to. Hence, the significance team, concerned foremost with creating and delivering benefits that matter in human terms.”
Wow. Now that’s bold!
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Louise Altman, Partner, Intentional Communication Consultants
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