Reflection on The Human Side of Enterprise II

In this post we continue to explore “The Assumptions of Theory Y,” provided by Douglas McGregor in his seminal book, The Human Side of Enterprise.

Assumption 2:  External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives.  Man (woman) will exercise self-direction and self-control in the service of objectives to which he (she) is committed. 

The act of “committing” typically involves agreeing or pledging to do something in the future and also implies a state of being obligated or emotionally impelled, as in commitment to a cause.  In a work setting it is easier to be committed to tasks and assignments that align with our values and/or require our strengths, gifts and talents. 

For example, if a core value is service to others and the company produces assistive technology, there would seem to be an alignment at some level with core values.  If your natural gift and talent is connecting people, and you are asked to be the community liason, there may be a high level of commitment in that assignment.

Another way to look at commitment is how fully you are able to “show up,” with 100% representing full commitment.  In a strong collaborative work environment, ideally every team member is showing up 100%, fully committed to the task at hand.  At 100% commitment among all employees, we may assume there is maximum productive effort toward organizational objectives (assuming they are clearly defined).

When commitment is low, the question to explore is “Where is the disconnect and/or misalignment?” and “How can I see and/or reframe this situation to be more fully committed?”  In this way, finding connections between what matters to us on a personal level with the organizational objectives, creates a natural state of alignment which promotes commitment.  It makes sense that people would be motivated to act in service of objectives to which they can align to.

Sometimes the connections are not obvious and it takes deeper probing to see the links.  Sometimes there is a disconnect between what the company is focusing on and what the market needs.  Sometimes, lack of alignment (clear vision and clear roles) is the bottom line issue. 

THINK ABOUT

• Where do you feel the greatest amount of commitment in your work?  …the least amount of commitment?
• What are your core values and how well do they align with the outcomes of your organization and/or your work?
• Where may there be disconnects and/or misalignment that keep you from being fully committed.
• How might you see and/or reframe the situation so you may be more fully committed?

by Jackie Levin

Reflection on The Human Side of Enterprise

Exploring  “The Assumptions of Theory Y,” provided by Douglas McGregor in his seminal book, The Human Side of Enterprise,  is an opportunity to challenge the assumptions that keep us from more fully engaging in “work life” and “life work” endeavors.  Over the next six entries, I’ll share McGregor’s six Assumptions of Theory Y along with personal insights that are creating opportunities for innovation in my own life:  specifically new ideas + action that will create the value I can bring into the world.

Assumption 1: The expenditure of physical and mental effort in work is as natural as play or rest.  The average human being does not inherently dislike work.  Depending upon controllable conditions, work may be a source of satisfaction (and will be voluntarily performed) or a source of punishment (and will be avoided if possible). ¹

Consider the two key words:  CONTROLLABLE and SATISFACTION. Recognizing that the satisfaction I experience at work is related to controllable conditions, I am reminded that:

I am/can be “in choice” and, therefore, I can directly impact work as a source of satisfaction.

This awareness immediately takes me out of a victim mentality.  Of course, the “Yeh butter” will always say, “In a work environment there are always conditions beyond your control that will create dissatisfaction.”  My response would be “Yes, that is true”…and, because that assertion is also an assumption we know that it could be untrue, partially true or only true for you.  This brings me back to a deeper reflection on the original insight: 

My source of satisfaction is related to controllable conditions, many of which are under my control.

One thing that is always under my control is my attitude.  When I feel manipulated, I can choose to be curious “Tell me more about what you’re thinking.”  When I feel overwhelmed with the tasks at hand, I can choose to set priorities, balance work with fun breaks or ask for help.  When I’m feeling unmotivated I can choose to re-engage my passion, gifts and talents and consider how to make the task at hand more engaging for me.  Simply being open to new possibilities creates a “new condition” which often creates a noticeable and positive shift in my experience.

THINK ABOUT…

• How satisfied are you with your current condition (at work) on a scale from 1 to 5 where 1 = extremely dissatisfied and 5 = extremely satisfied?
• In your opinion what conditions can you control that will allow you to increase your rating?
• What conditions do you assume you cannot control that keep you from being able to increase your rating?
• What new ideas do you have for being able to move at least one condition from the “can’t control” to the “can control” list?

by Jackie Levin

¹ McGregor, D., The Human Side of Enterprise, McGraw-Hill, 1985.  Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication.  Douglas McGregor was president of Antioch College and a founding faculty member of MIT’s Sloan School of Management.  The Human Side of Enterprise was originally published in 1960 but it still on the list of top 100 management books in the U.S. http://www.mcgregor.edu/about/news/dmcgregor.html

More resources:

Employee Motivation, the Organizational Environment and Productivity
Douglas McGregor’s XY Theory
Net MBA: Theory X and Theory Y