Peaceful Revolution: Getting to the Truth

It's always interesting to us when we see "the lists" that are released every year of the 100 Greatest Places to Work For or the Top 50 Workplaces for Women. The lists tell one story and often, people on the inside of those companies tell another.

The lists say managers are understanding in the area of work/life balance. Schedules and other aspects of work are flexibles. There is a ping pong table in the break room. Employees are encouraged to stay healthy by making it to their doctor's appointments.

Now, we're not interested in tearing anybody down. As part of our research into work-life issues, we've read a number of studies that talk about how it's not uncommon for managers at large organizations to "fly under the radar" with their own pro-employee, results-oriented work culture. These managers look the other way on vacation policy or sick time policy as long as their employees produce. And there are also entire organizations that value results over perception.

But we've also encountered a number of organizations that suffer from what psychologists call the actor-observer bias. Usually, the actor-observer bias comes into play in the workplace when it's time to lay blame. When a coworker screws up, it's because she's incompetent. It's because of a personal defect. But when we screw up, then we find blame in external circumstances. We were victims of the market, the weather, the voodoo curse that was placed on us when we were on vacation in New Orleans.

We're all familiar with the actor-observer bias when things go wrong. But this psychological quirk also comes into play when life goes well. When a company is happy and successful, it's easy for people to ignore the flaws in their work culture.

When we introduce Results-Only Work Environment (ROWE) to audiences and companies, they often say "we're already ROWE." Then it's our job to get to the truth by asking a few simple questions.

Q: Does everyone have the ability to do whatever they want, whenever they want, as long as the work gets done?

A: Yes. Everyone except administrative assistants. They need to be in the office in case we need them. And we do have core hours that our employees need to adhere to. And flexibility does need to be granted -- it's a privilege, not a right.

Q: And would you say your employees have autonomy all the time?

A: Yes. Except during September, October, and November. It gets crazy right before the holidays so people have to be in the office. And we really hit a busy time in March and April, so everyone knows it's all-hands-on-deck then.

Q: Do people of all levels have the right to question whether or not work is necessary?

A: Of course. Except if the work direction comes from Bob...or Nancy...or Larry. If they tell you to do something, you pretty much have to do it. And...if you're a Level 6 or below, there really shouldn't be any questions - the work is pretty straightforward.

There are a million variations to this conversation. And you'll never know what your organization's blind spots are until you start looking past what makes you exceptional and start closely examining what makes your work culture like any other. We know you're great. But you can always be even greater. When you read or hear about Results-Only Work Environment (ROWE), take a step back and let your humble side shine through. Don't assume you're already focusing on the right things...there's a good chance there's room for improvement. And remember: The question isn't if you should become a Results-Only Work Environment (ROWE), but when.

A Peaceful Revolution is a blog about innovative ideas to strengthen America's families through public policies, business practices, and cultural change. Done in collaboration with MomsRising.org, read a new post here each week.

Comments

[RoloTomassi]

"And remember: The question isn't if you should become a Results-Only Work Environment (ROWE), but when."

Yes...but it should be noted that this truism for ROWE in US corporations & average US workplaces is as desired and as typical as a US Universal Healthcare system--observe:

"And remember: The question isn't if you should have a Universal Healthcare System, but when."

As with most issues that benefit the average employee in American working culture, it sounds good and almost everybody wants it--except for the people required to be onboard to make it happen; they already have something as good or better, and couldn't care less about the grunts at the bottom.

[Merewen]

I laugh in disbelief every time that Top 50 list comes out. The company I work for is always on it. The policies that are touted on those lists do not include the hourly or lower ranking employees. All for managers, VP's and whatever else title that is made up. They pick and choose which policy they're going to enforce and 9 times out of 10 it's not to the benefit of the employee.

Take for instance my situation. Both of my kids of asthma and were having frequent asthma attacks so I applied for FMLA at their Dr's suggestion. It was and they gave it to me. I didn't have to use it too often so that worked out. A year later I transfer to a different department and to reapply, this time I'm denied for a full year. They tell me they're going to decided when I can use it. WTF?? Flex time for Dr's appointments is a negative. Major surgical procedure with complications? LOL! The alloted time and no more. You can come back to work in pain with gaping wounds. How is this prodcutive? You can bend of backwards for these people, do the work of 10 people and still treated like an indentured servant. Something's got to give.