OUR ORG CHARTS ARE MAKING US SICK
Our workplaces should be places where we look for ways to make a living, to find a sense of purpose and belonging, to make a positive impact on the world and leave a legacy. Today, the sad reality is that many of the organizations we find ourselves working in are making us downright sick.
Researchers have determined that workplace stress costs companies additional expenditures of up to $190 billion dollars a year—representing 5 to 8% of national spending on health care.
"Workplace stress related to high demands at work were responsible for an estimated $48 billion in healthcare spending by companies."
A survey of 34,622 employees at 10 companies revealed all costly health conditions (as a sum of medical costs and self-reported presenteeism and absenteeism). Among these, depression ranked first and anxiety ranked fifth. Among all reasons for absenteeism, mental health conditions accounted for 62.2% of all days “out of role.” Employees living with mental health conditions experienced more absenteeism days per year than individuals with no conditions, at a ratio of 31 to 1.
What is making our workplaces so mentally demanding? How is possible that we’ve created institutions that are literally putting us in the hospital because of work-related stress? These alarming health outcomes find their root in one major source: the management caste of the Industrial Age, also known as the predict-and-control or top-down model of management.
A DIFFERENT WAY TO WORK
Conroy Talent & Associates has a different vision for our world of work. It’s a vision that – just a few years ago – people might have thought was radical. However, many medical professionals and business leaders alike agree that its a key to maintaining healthy, vibrant, and innovative workplaces: autonomy.
A work culture with distributed power to roles and not people, where workplaces are governed by a legislative process and not a lone CEO, a workplace where people are accountable to each other through their roles and projects -- not bosses or org charts -- is a work culture that will power a productive and sustainable company in the 21st century.
We believe in building workplaces where employees have true autonomy over their own roles and responsibilities and where the entire organization expresses its mission through decision-making processes that use the scientific method and collaboration – not politics and the threat of job loss – to get things done.
But how do we practice distributing power in an organization? Won’t the company just devolve into pure chaos with no real managers? How will this improve inequitable outcomes for employees across race, gender, and socioeconomic status?
At CTA we’ve seen that using SoTech to distribute power and accountability in the workplace to roles, domains, and projects -- and not to people or titles -- creates an opportunity for all employees make decisions and implement solutions quickly without appealing to office politics. As Brian Robertson, founder of Holacracy (one of the many phenomenal business minds and organizations that have served as inspirations for designing CTA’s practice), says, we separate "the tribe from the organizational sphere and their role from their personal sphere" in the interest of serving the mission of the organization and allowing workplace culture to emerge without being forced.
HOW DIET™ WORKS AT CTA
Autonomous and process-driven management structures allow for the two most important drivers of success and employee engagement in the workplace to take root: focus and integrity. When you are working autonomously in an environment that provides you with the freedom to work on what matters and where you are challenged with no other option but to completely own your role on behalf of your other colleagues, people are more apt to achieve what psychologist and human performance expert, Mihaly Csikszentmihalyi, calls “flow”. This state is only achieved through the relentless practice of skills – in this case, the skills to operate a social technology called SoTech.
That’s why Conroy Talent & Associates has created an organizational development methodology and practice called DIET for companies and organizations that want to improve the management, autonomy, integrity, and inclusive decision-making in their organizations from a scientific, brain-based POV. Our methodology is used to transform the way your organization into a super-responsive and resilient community that can thrive in the complexity and speed of the 21st-century Century business world, from tactical operations to governance, from strategy to diversity and inclusion. It's all right here.
Our approach to change management doesn’t force employees to build relationships or treat each other in accordance with some imagined set of ideal values. Through DIET we use a tried-and-true methodology used by profitable organizations around the globe to help employers build a more diligent, creative, and engaged workforce by improving communication processes and leveraging technology.
At the same time, we work with organizations to implement a set of governance and tactical meeting processes that push decision-making authority out to individuals in their roles (without the need for layers of management) by enabling any employee to inform and gather the input they need from their colleagues as they decide how best to fulfill the responsibilities of their role.
CTA has implemented DIET in organizations with international reach and teams with multi-million-dollar key performance indicators to fulfill. Our tried-and-true methodology takes place in three phases that utilize a combination of change management, Diversity & Inclusion, and self-management best practices to transform your business paradigm. As Robertson says, we are “moving beyond bolting on changes and instead upgrade the foundational aspects of the way an organization functions … so that we can move beyond applying changes to a system that is fundamentally at odds with the very process of change itself.”
The Three PHASES OF introducing diet
Introducing a transformative management structure to your organization takes time and buy-in from your team. We help educate your workforce and roll out DIET Solutions for your organization in three phrases that include four modules of training and ongoing coaching support.