Here’s where I’m currently at; it’s my belief that there are four key building blocks that form our perception of life:
Language
Emotion
Senses
Memory
I also reckon that if you view an organisation (or company) in the same way, it allows you to figure out how to influence its thinking and behaviour.
This is a tentative conclusion that I’ve reached after discussion and thought over the past few weeks. I’ve been thinking about what elements form the “essence” of our experience and understanding. It started when I realised that we as humans differ immensely from our animal friends in our use of language. Our brains articulate ideas and facts through language and our intentional communication, whether through speech, expression, or text, is rooted in a linguistic thought process. Language is intensely powerful in its ability to convey meaning but if used inconsistently can hide meaning. More about that later.
Then, realising that non-intentional communication (reactive expression for example) is more likely a result of emotion than language, I started to understand that there are some fundamental building blocks that allow the grey matter in our skulls to interact with its environment. There’s language, there’s emotion. Building blocks.
Another core building block (or a set of building blocks of course) are our five senses; sight, hearing, taste, smell and touch. These are inputs that guide us on our way.
For us to learn and to put into context our situation, we have memory. Memory, whether physical or mental, allows us to recognise patterns, store knowledge, build skills and interpret emotions.
These then are four core building blocks of being human: language, emotion, senses and memory.
Mastering these building blocks can lead to integrity, success and contentment.
Implications for organisations
As soon as you realise that these four building blocks exist, and that if they are developed and mature it can lead to integrity, success and contentment, you start to assess an organisation against the four areas.
Language
- Do we use inclusive language? I personally am on a mission to remove acronyms and abbreviations from my communication and where possible to remove it throughout the company. If you don’t know what an acronym means, you feel excluded, or just don’t understand.
- In meetings, does everyone understand the meaning of words? This is especially important in a multi-cultural company. I often pick up on complicated words and ask people to explain them for the benefit of the group. I know I understand the word, but I’m concerned that others might not.
- Do we all have the same vocabulary? What we call things carries immense power. Words convey meaning; therefore what you call something (e.g. “team member”, colleague”, “employee”, staff member”, “worker”) determines many things, not least of all how it affects company culture. Personally I detest the use of the word “department” because it conveys compartmentalisation, and I want to build a company culture of teamwork where the best people work together to get the job done. Naming of products, processes, procedures, office areas, events and job titles all matters. Far more than you can ever imagine. Change the language, change the culture.
Emotions
- Knowing whether we are slaves to our emotions or whether we are acting rationally is an important skill as a human being. Knowing when to listen to your emotions is important in life, and therefore this is also the case within companies. Ego, pride, fear, greediness – these for example are all emotions that a company can evoke in the way it reacts to its environment. Sometimes these are useful, sometimes not, but a company needs to be self-aware to understand if it’s acting emotionally and if so, why this is so?
Senses
- Of course, if we are to make business decisions, it’s good to have accurate information about your environment: your customers, your investors, your team, and your competitors. To gain this information, you need to look and listen, and sometimes, taste, touch or smell (particularly useful in the case of a restaurant business for example). Companies that fail to hone their senses, fail their potential.
Memory
- Winston Churchill said, “Success is going from failure to failure without losing enthusiasm”. By experiencing life we start to understand what works and what doesn’t. Trial and error has always been a certain way to learn. In this context, it’s our memory that serves us, that helps us recognise patterns and to build up intuition.
- As a Firefighter, Chef or CEO, every successful individual has along the way learnt from their mistakes. As a company therefore, how do you help yourself become a learning organisation?
- For a start, recognise mistakes, admit failure. Discuss what could go better next time.
- Also, create methods to store knowledge. People come and go. Whether in the form of documentation or training others, without making an effort to store skills and knowledge, they’ll leak, they’ll fade and you’ll have to re-learn.
If you want in business to create a happy and successful company built with integrity, pay attention to the four building blocks of human experience: language, emotion, memory and senses.
