Human Body Company

When companies talk about culture change, I frequently hear of “aesthetic” changes, approaching material comforts and experience additions non-related to the core work, e.g. cool fro-yo machines and massages during lunch. These fall under the physiological needs, at the bottom of the Maslow’s hierarchy of needs.

Most people working in white collar roles undoubtedly have their physiological needs met. Having an Oreo cookie snack might bring momentary pleasure, but doesn’t necessarily attribute to engagement, productivity, or wellbeing at a more fundamental level.

The organization is a system of HUMANs. The human [organizational] system include:

· The skeleton [Organizational structure]-how to organize people that makes the most sense? (Flat organization/self-organized/one layer hierarchy/traditional hierarchy) Around what are teams organized? (Initiatives/Roles/Purpose) How do different groups collaborate with the other?

· The veins [Organizational information control/flow & channels]-how transparent is the company? What information is shared and through what avenues?

· The heart [Organizational ethos and values]-what is the core mission of the organization, what gives life? How do employees share the same vision?

When an individual wants to increase wellbeing, buying a new pair of shoes or getting plastic surgery is a temporary band-aid on the gaping void and doesn’t solve for the root issue of insecurities and wounds. Instead, examining our emotional, thought, and behavior patterns takes effort, courage, and work.

In organizations, tackling deeper issues of the structure, changing flows of information + power (information is power), requires more work, risk, and possibly the uprooting of entire existing structures. However, said efforts are more fundamental and lasting than another pool table or soda machine.

Originally published at medium.com on October 27, 2017.