Creativity Central [Marty Baker]

Neurosis is always a substitute for legitimate suffering.

                                                                                    Carl Jung

Tension. Friction. Conflict. All words that are the usual suspects when defining an unpleasant workplace. 

But they are also words that are catalysts for creativity. Scott Peck did a lot of pioneering work on civility, community and the health of organizations.

“The point of health is not so much the absence of disease as it is the presence of an optimal healing process is crucial for understanding our lives.  It is crucial because the principle applies not only to our physical health but our mental health and to the health of our organizations. 

A healthy organization –whether a marriage, family, or a business corporation – is not one with an absence of problems, but one that is actively and effectively addressing or healing its problems.”

The greatest cause of organizational disease and incivility arises out of the attempts of top executives to escape tension, friction, and conflict that arise out of the human factor.  Peck adds, “They forget that it is their job to face tensions head on.  From this point of view the single greatest cause of business failure is the failure of the business living in the tension."

So Jung's thesis "neurosis is always a substitute for legitimate suffering" applies beyond the individual to the organization.

I have worked for both healthy and unhealthy organizations.  The key difference is how they handled and managed conflict.  Conflict is an inescapable part of life and it not inherently uncivil.  The core of civility is openly deal with conflict in our organizational lives through respectful discussion and clarification.  “Conflict, says Peck, “is uncivil when it is hidden or is disrespectfully blown out of all proportion.”

As always, civility begins at the top.  Some CEOs and owners are good leaders – setting the tone for civility and healthy management of problems. Others just flame the fires by either instigating or avoiding conflicts. 

So where does creativity come in?

It begins with a simple question, “what is wanted, wished or desired?’  If you desire a conflict-free workplace, then you may be experiencing the La Mancha Effect – forever tilting at windmills.

But if you wish that there more effective systems or solutions for dealing with conflict or tensions, you’ve built a foundation for healthy change.  Does your company have management training on collaboration or conflict resolution?  How are conflicts resolved?  

John Maxwell has a wonderful 3-point guide to thinking about change:

“As you prepare to present new ideas to people, keep in mind that they are willing to embrace change when they:

• Hurt enough that they are willing to change

• Learn enough that they want to change

• Receive enough that they are able to change

If you’re not in management, you need to discover whether or not you “hurt” enough to begin the change process. (This definitely takes into account the current economic crisis and your primary need to take care of your basic needs and the needs of your family.)

The summing up:  I do not think individuals know how empowered they can be when they become a team.  A manager may not listen to one or even two people.  But if 25 people show up at his or her door, then you’ve got collective leverage – especially when you aren’t the problem, but are part of the solution.

This year, don’t be still. Be creative.

Resources:

If you’re in management, I recommend you read Marshall Goldsmith’s What Got You Here, Won’t Get You There http://www.amazon.com/What-Got-Here-Wont-There/dp/1401301304 and The Five Dysfunctions of a Team by Patrick Lencioni. http://www.amazon.com/Five-Dysfunctions-Team-Leadership-Lencioni/dp/0787960756