Published on Wednesday, Apr 16, 2008
The trend of ‘adding value’ is taking the corporate world by storm. This has transformed into an addiction to excellence as we are always, consciously or subconsciously, looking to add value.
It’s a classic case of ‘too much of a good thing’, where the obsessive compulsion to ‘add value’ acquires destructive and combative overtones. An extreme competition has set in with everyone bent on coming out on top; by hook or by crook.
Everything from meetings and brainstorming sessions to the simplest discussions moves to a solemn plane. It’s not about sharing opinions, solving problems or generating ideas anymore, but has more to do with squelching others and making them look incompetent.
For instance, picture this: A person just starts floating a simple idea, only to have everybody else interrupting with different (read: better) ways to tackle the issue. The battle lines are drawn and everyone wants to fight to the finish. Nobody is willing to listen, minds only whir to churn out another way of doing things. And, obviously the best one is always ‘my way’.
We only have to read between the lines of the no-holds-barred wrestling match to fathom a constant and pernicious urge to win. The overriding need to be the smartest person around prevails even when one is at a disadvantage or clearly in the wrong.
It’s a classic case of ‘too much of a good thing’, where the obsessive compulsion to ‘add value’ acquires destructive and combative overtones. An extreme competition has set in with everyone bent on coming out on top; by hook or by crook.
Everything from meetings and brainstorming sessions to the simplest discussions moves to a solemn plane. It’s not about sharing opinions, solving problems or generating ideas anymore, but has more to do with squelching others and making them look incompetent.
For instance, picture this: A person just starts floating a simple idea, only to have everybody else interrupting with different (read: better) ways to tackle the issue. The battle lines are drawn and everyone wants to fight to the finish. Nobody is willing to listen, minds only whir to churn out another way of doing things. And, obviously the best one is always ‘my way’.
We only have to read between the lines of the no-holds-barred wrestling match to fathom a constant and pernicious urge to win. The overriding need to be the smartest person around prevails even when one is at a disadvantage or clearly in the wrong.
Adding too much value
The die-hard and unrestrained competition where everyone wants not only to be right but also the best ends up blasting gaping holes in the very fabric of the organisation. It’s goodbye to teamwork and collaboration, organisational focus and relevance are also lost somewhere in the midst of zealous personal interests.
The overpowering drive to add value does yield instant positive effects by way of an initial motivation and spur in productivity, but not for long. It is not sustainable and soon poisons the entire atmosphere, threatening the long-term survival of the organisation.
Moreover, harbouring a winner-takes-all outlook turns unhealthy for employees too, as just a slight failure to measure up sags spirits easily making it very difficult to even continue functioning.
The die-hard and unrestrained competition where everyone wants not only to be right but also the best ends up blasting gaping holes in the very fabric of the organisation. It’s goodbye to teamwork and collaboration, organisational focus and relevance are also lost somewhere in the midst of zealous personal interests.
The overpowering drive to add value does yield instant positive effects by way of an initial motivation and spur in productivity, but not for long. It is not sustainable and soon poisons the entire atmosphere, threatening the long-term survival of the organisation.
Moreover, harbouring a winner-takes-all outlook turns unhealthy for employees too, as just a slight failure to measure up sags spirits easily making it very difficult to even continue functioning.
Let’s get real
Why is everyone so intense about the work? Business coach Karen Sentrio gives voice to the universal lament with, “How do we unwind this tightly wound ‘value add’ culture and flip the switch so that we have ‘value in’?”
This calls for making proactive efforts to foster an amiable work culture that values collaboration more than competition. Organisations should take small steps in the direction of exemplifying and rewarding constructive behaviours like mutual trust, cooperation and information sharing along with discouraging old, destructive tendencies to curb the sinister ruthlessness.
Only when employees stop viewing every activity as a contest and are willing to abandon their turf, will it create a culture of free flow of ideas and effervescent innovation. The aggressive game of constant one-upmanship can give way to productive arguments and intelligent debates only when people are not only willing and able to listen to others, but also believe in them.
Employees need to lighten up and embrace co-creation as all plans, decisions and actions turn out much better when done cooperatively. They should let go of the mindset that ‘my’ position has to prevail and winning is the only outcome to be able to join hands in promoting organisational development and contributing to growth. Then and only then, can healthy competition replace the pugnacious rivalry.
In short, seek to ‘add value’ to company efforts, not just yourself!
Why is everyone so intense about the work? Business coach Karen Sentrio gives voice to the universal lament with, “How do we unwind this tightly wound ‘value add’ culture and flip the switch so that we have ‘value in’?”
This calls for making proactive efforts to foster an amiable work culture that values collaboration more than competition. Organisations should take small steps in the direction of exemplifying and rewarding constructive behaviours like mutual trust, cooperation and information sharing along with discouraging old, destructive tendencies to curb the sinister ruthlessness.
Only when employees stop viewing every activity as a contest and are willing to abandon their turf, will it create a culture of free flow of ideas and effervescent innovation. The aggressive game of constant one-upmanship can give way to productive arguments and intelligent debates only when people are not only willing and able to listen to others, but also believe in them.
Employees need to lighten up and embrace co-creation as all plans, decisions and actions turn out much better when done cooperatively. They should let go of the mindset that ‘my’ position has to prevail and winning is the only outcome to be able to join hands in promoting organisational development and contributing to growth. Then and only then, can healthy competition replace the pugnacious rivalry.
In short, seek to ‘add value’ to company efforts, not just yourself!
Payal Chanania
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