Learning is a common source of discomfort in the future of work. A related source of discomfort is that many future of work practices force us to focus on reality – whether that is the reality inside our organisations, the world of our customers and communities or wider society. We cannot learn to sit with discomfort until we embrace the fact that discomfort is a part of that reality.
Hope is not a Strategy
Embracing discomfort demands we stop the delusion of wishing for change and waiting for something better to come along. We can’t rely on a hope for an improvement. We can’t wish discomfort away. We can’t rely on the actions of others. We can’t wait and see.
Wishful thinking prevent us from being present with our discomfort. Wishful thinking prevents us from learning. It mitigates the prod of discomfort we need to learn and to act differently.
Too often inside the comfortable confines of an organisation, you will hear discussions that reflect wishful thinking that ignores the demands of the uncomfortable reality outside:
- our customers are different to those of our low-cost digital competitors and will continue to pay a premium for our service
- our brand, distribution channels, product or approach is unique
- our strategy is not showing results now but has always delivered in the long run
- our employees are loyal
- millennial employees will help us…
- the customer dissatisfaction or employee disengagement is a flaw in the methodology or a lack of accurate representation of reality
- community concerns are the work of a vocal minority
- they just don’t understand and their views will improve if we communicate more
If we are to engage with the reality of the situation we need to start to to address the needs of our organisation, our employees and our communities in a realistic way. Today.
The Passion for Packaged Solutions
Leaders love a quick fix to discomfort. They are often willing to ignore reality to have the sensation of having acted to address the discomfort. Prodded by discomfort, they want to wish it away by immediate action. These actions include:
- Buy a new piece of technology
- Launch a program or initiative
- Hire a new team
- Implement a new process or methodology; or worse
- Seek quick wins, which are usually neither quick nor wins but are merely comforting activity for its own sake
In our digital networked world, many of the issues causing discomfort in organisations are systemic or human issues. Pre-packaged solutions may help ameliorate these human or systemic issues at the edges or temporarily, but they do not help create enduring solutions. Organisations and their leaders need to engage in the reality of change over time to tackle this kind of discomfort through building new human capabilities, improving the system through adaptation and through engagement of the participants in the system. If they don’t, we have an ever rotating menu of quick fixes being implemented and failing.
Learning from Inclusion and Diversity
The value of working out loud is it can help reveal to you blindspot. In the classic 2×2 of a Johari window, a blindspot is those things that are not known to you but a are clearly known to others. Yesterday on twitter, Rachel Happe helped me highlight a blindspot in this discussion of discomfort.
Presenting discomfort as a permanent experience is no surprise to Rachel’s list of those who we have ignored as leaders. There is real capability to lead and influence change in those who have been marginalised by the reality of power structures. I have seen this in my work with Change Agents Worldwide.
My blindspot was I had planned this post from the perspective of an advocate for diversity and inclusion but had not included the perspective of these other voices. I wanted to write in this post about the importance of diversity and inclusion for organisations as a way to engage with the reality of their world and the reality of the communities around the organisation.
The research is clear that diversity and inclusion improves performance. One potential reason is that it brings new perspectives, new capabilities and new conversations into the organisation to improve learning and adaptation to the world. Those conversations can be uncomfortable. That discomfort is one of the barriers to diversity and inclusion as leaders fall for the illusion that comfort and ‘cultural fit’ in teams improve effectiveness by removing these difficult and at times uncomfortable conversations.
The insight of Rachel’s tweet is that the productive discomfort of diversity and inclusion is not created. That discomfort is a sharing of the existing experience of marginalised who struggle to find authority and to make positive change to better fit the organisation to society. Genuine community engagement is not easy and should not be. A strong civil society or a strong organisation includes all views and manages debate and conflict. Inclusion requires a real sharing of power, voice and agency. Our organisations and our society will be better if we engage with that reality.
The next post will be on the role of leaders in discomfort.
This post is part of a multi-part series exploring discomfort in the future of work. Future posts will examine how organisations, leaders and individuals can manage this discomfort. These posts are part of a process of working out loud to explore these uncomfortable concepts so feedback is welcome.
Part 1: The Role of Discomfort.
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