The uprising of cynics
Steve Simpson
Keynote Speaker | Corporate Culture | Leadership | Employee Engagement | Creator of UGRs?
From the latest edition of our 'Cultural Intelligence' newsletter
Our work with organisations of all types and sizes gives us exposure to how people feel about their work environment. And often - too often for our liking - people feel desperately unhappy about their workplace.
Now, apart from the productivity implications of this unhappiness (discretionary effort is likely to be minimal for these people), there are personal costs that come with this.
One thing we've observed over the years is that if anything, cynicism is on the rise, at least in the extent to which people are willing to verbalise this. People are more and more willing to voice their discontent, either through what they say or how they behave. It's not uncommon for example for people (sometimes leaders) to be checking and responding to emails on their smart phone during meetings.
This got us thinking about the origins of cynicism - and we think there are five. Each of these is listed below:
- Fear - in a context where most organisations are either willingly or otherwise facing change, many people fear for their future. In times when employees want certainty and predictability, leaders are often unable or unwilling to comply.
- Impotence - many cynics believe their future and any chance of positive change is out of their hands, and that they are at the mercy of others, who they often perceive as having no interest in employee views.
- Schadenfreude - defined as 'pleasure derived by someone from another person's misfortune', some people like to see others in difficult situations. These cynics will deliberately seek to make another person squirm just for the 'joy' of it.
- Laziness - in some cases, employees or leaders have had an easy run over time. When proposed changes mean that these people will need to work harder, or will be made more accountable for their work, lazy people will resist
- Unfairness - again, if changes are imminent and people see these are being unfair on customers, other staff or themselves, then cynicism will follow.
Sometimes cynicism creeps up slowly on people over time. And sometimes people hang on to issues that happened long ago. Recently Steve talked with a a long term employee about his obviously poor body language during a meeting. In what was a highly productive conversation, this gentleman expressed regret that he had changed to become so cynical in recent times. He then went on to cite an example of what made him cynical. When Steve asked how long ago this incident was, he said '15 years'.
In culture and UGRs terms, we believe cynicism needs to be addressed in an appropriate way. Not to address it means that it is acceptable.
Steve Simpson is an international speaker, author and consultant who works with companies across the globe to help them understand and strategically improve their corporate culture www.UGRs.net. The National Speakers Association of Australia recently announced Steve as the winner of the 2015 Australian Educator of the Year Award
Chief Encouragement Officer
3 年Often people are right to be cynical about the real intentions of those who lead their companies. In the UK the stunning mediocrity of so many of the men (sic) at the top (promoted mainly for obedience) = wholly appropriate deep scepticism about their real intentions when they talk about 'change', 'innovation' etc. In my experience, the real cynicism is in the boardroom. Start there before calling people out for their body language!
HI Steve, we met several years ago when you (and I) were doing some work with a WA gold miner concerned about their workplace culture. Very useful/insightful article - thank you. Whilst I concur with your observations bullet pointed, I also think that Bernie Althofer makes some very valid comments, as does Tony Nedderham. In Ontological Terms (see Newfield Australia) many cynics are stuck in either/both 'moods' of "Resignation" ('nothing I do or say matters') or "Resentment" (your interview with long-term employee in your article) Moods, either personally or corporately, has to do with either an event or series of similar events that have occurred, which on each occasion has triggered emotion/s of varying intensity. ?The holder/s of those emotions has little insight of healthily understanding, let alone processing, those emotions. Consequently, in an unhealthily destructive way, those emotions "take up an almost permanent residence" in that person (or organisation's) soul/psyche/mind (whichever term best suits your understanding). Helping people to not only understand how these damaging 'moods' have taken up residence within them, but even more usefully to 'expunge them' over a period of time, is how I have helped many clients/organisations address this energy parasite. Sometimes unfortunately infecting many highly talented and otherwise loyal employees. My thoughts are that we can either judge then remove these people, or we can much more usefully coach them to being different people - the kind they probably always wanted to be.
WORK HISTORY
9 年I have been called a cynic so many times it has become like water off a duck's back. Unfortunately there were many times when points of view were raised outlining potential risks involved in courses of action being touted, only to be told 'stop being so cynical'. When an organisation continues to make decisions to follow previous decisions that lead to increased risk exposure, then some people become cynical about the process, the purpose and the intent of those making decisions. The reality is that there will be those in organisations who see the mistakes made in the past, see the mistakes being made, and see how history will repeat. Constant browbeating and being told to stop being cynical is a sure way of stifling initiative. I think there are some organisations that are happy to create an environment where 'everything is good' and anyone who challenges or offers a contrary view is seen as being cynical or 'not with the program'. When push comes to shove, what is the worst that can happen - be told by a senior manager that you are 30 years ahead of the organisation and that you would be better finding another career.
Consulting Engineer for Interdisciplinary Problems
9 年Cynics are those realists that don't believe all the "happy talk" that is being spread around. "Nature is not impressed by enthusiasm".