Session Summary
There are lots of questions surrounding decision making. Traditional companies small and large hold within them varying levels of power structures, making it easy for the workplace in general to embed and uphold systems of oppression within its very complex, multi-layered structures of hierarchy. This makes the work of organizational transformation all the more meaningful and vital. Given the pandemic wall everyone hit at once, it behooves organizations to use this time for reevaluation to do the self-audit, look inward within itself, and grasp what internal forte and capabilities are already existing within your space. Discussion between panelists stress undergoing this transformational journey, as this process will reveal what type of model is best for your company. Hop Hopkins, Director of Organizational Transformation at the Sierra Club, describes the challenges as having to operate within a “system within a system within a system of oppression. That's not meant for liberation. And so there's already some bookends to what's possible given the system that we're trying to operate in.”
Agency refers to the ability to shape and influence one’s own life. This psychological concept is rooted in human flourishing and continually is impacted by work because we all have to earn a living. Conversation within this panel introduces examples as to how being given a voice within the decision making process and more responsibility at work can positively impact the belief one has within themselves, therein increasing efficiency and worker empowerment at the same time. What it means to work and at what level (for example, corporate vs cooperative vs entrepreneur) can be influenced by the worker’s belief system and behavior, both acting as fuel for a particular type of work culture. Attorney Jason Wiener for example describes the very U.S./Westernized notion of what an entrepreneur is and the dangers of overclassification - “the entrepreneurs in some ways, we've developed this cultish iconic lionized version of what the Western entrepreneurs like. They show up, they overwork, they read, and they're these over accomplished often white men who come from privilege and means to fulfill a vision and a dream. And I think in so many ways, when we look to recruit people who are relatively self-aware and show up having thought of their work trauma, that's the only kind of example we have.” And as with any culture or community, each discourse regulates itself from within, holding an internal model of understood codes and an agreed sense surrounding certain subjects.
Making meaning around the concept of leadership, influence, and responsibility should and can fluctuate from company to company. Regardless of traditional or alternative work models, meaning making begins with having transparent conversations about power and encouraging workers to embody their own power, potential, and capabilities. Senior Consultant with Change Elemental Aja Couchois Duncan shared how this mentality “enabled [Change Elemental] to share power in different ways and draw on different people's strengths.” From democratic governance to hierarchical leadership, the comprehension of how an organization is structured is contingent upon how clear the power is distributed within an organization. Communication and transparency are pillars within leadership development. And in order to support the dismantling of corrupt systems of oppression within the workplace, arming your business model with humility and conscientiousness will ensure that your company is putting its people first.