Organizations have a legacy of de-personalizing their employees – seeing them as “resources,” “number of hands.” They are often stripped of their identity and become a “Worker”, “an employee”, “Manager”, “a member of the Sales force.” The history can be traced back to industrialization. The unintended effect of this is that organizations are often stuck with people who can do only “organizational thinking” – think the way they think the organization wants them to think. This often severely limits creativity in an organization and builds leaders who become insensitive in their dealing with the employees. Can the Self be divided into the private and organizational Selves? What happens when we try to do that?
Let me share a small anecdote. A peon (a blue collared worker whose job was to sort all external mail, carry files to the destined departments, photocopying papers, among other things) in the organization was due to retire. As per our policy, all dues had to be settled and the final paycheck, including the gratuity and superannuation cheques along with a small gift were given to the person in a farewell ceremony, usually within the department. Since the Corporate Office was small, everyone was invited.Two days before the farewell, the peon, who we will call Bali Ram, came to me and said that he had a request. So, I asked him what it was. A little hesitantly, he said he would not like to leave with a bare head. So, could he be given a “saafa,” a traditional turban worn in North India. Since I was unfamiliar with the custom, I asked him what its significance was. He immediately said that going bare headed was a sign of humiliation and disgrace. Sending him with his head covered was a symbol of respect the organization had for him. I was touched.
We immediately arranged for a “saafa” and during the farewell ceremony, the “saafa” was put on his head and Bali Ram left the office beaming with pride.
The story did not end there. A week later, Bali Ram invited the whole office to his village. When I inquired about it, his colleagues told me that he was the “Sarpanch” (headman) of his village. He wanted to host a small dinner as a sign of his gratitude. It was a memorable evening. In the office where Bali Ram worked, very often people needed loans for which the organization had no policy or under the policy the money was inadequate. Bali Ram gave loans to his colleagues to help them with their personal problems. He seemed to have extended his identity as a Sarpanch into the office!
This divide of the private and public self is a result of the disconnect between life and livelihood, who we are and what we do. Therefore, what we do in the workplace is often what we are told to do, rather than what we think is best. Often organizational structures are hierarchical. It is incorrect to assume that this hierarchy reflects the skills, talent and intelligence within an organization. People at various levels are good at what they do, irrespective of where they are in the hierarchy. Empowering people to bring their whole selves into the organization could greatly benefit the organization as well as bringing wholeness of being for individuals.
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