Recently, I chanced upon a report about Harvard Professor Rohit Deshpande’s research on what empowered the exceptional display of heroism by the Taj Mahal Palace Hotel staff during the 26/11 terrorist attacks inMumbai,Indiathree years back. Of incredible tales of hotel staff forming human shields to protect guests, some of them losing their own lives in the process.
Prof. Deshpande has found three HR practices relating to recruitment, training and staff recognition to which he ascribes the many uncommon acts of employee valour. But as I reflect on the report, I sense that the findings could be mere tip of the iceberg. Has the research truly been able to drill down to the reasons behind this clearly contradictory conception of human behaviour?
As I reflect some more, I wonder if it all comes down to how organisations think and act, how they relate to their employees. To most of us, an efficient organization is all about “command and control”, a heritage harking back to the industrial revolution. As organisations have continued to ramp up efficiencies, technology has taken centre stage with jobs getting more segmented and even expendable. Low qualification jobs have created disqualified humans. And the attendant social costs of a mentally dissatisfied and spiritually impoverished population are visible all over.
Other symptoms are there to see. Of organisations losing their life blood of core personnel and entrepreneurial energy. As they try to meet future challenges by using a “fix-it back to how it was” mindset. A mindset of a command and control Management which has become increasingly misaligned with today’s environment and technology evolution.
And how does all this look like at a macro level? The old economy “brick and mortar” structure which served us well over the last century in terms of standardisation, assembly line productivity, modular approach and cloned processes is in crisis. A crisis fuelled by uncertainty and unpredictability. Of an environment that is getting increasingly disconnected from the past, difficult to comprehend.
So I have this vision. A vision born of hope and positivity. Of organisations who believe in the strategy of the moment. Of a culture where creativity and flexibility replace detailed planning and control. Of the realisation that constant internal regeneration is necessary to keep up with rapid changes and discontinuity. Of managers with conviction that problems are but symptoms of needed change and not something that has “broken” and needs repair. Of leaders who know that things would never get back to the way they used to be but would change faster and faster.
So how can this vision be achieved? By dispensing with rigid job and task definitions and replacing these with strategic “positions” aligned to objectives and results. By empowering people to create their very own evolving job definition, pulsating with a changing environment. As gas fills up vacuum, as the cytoplasm fills up a living cell. And so no two job descriptions would be alike just as no two personnel are alike in terms of their thinking, values and beliefs they bring to the table.
So could this be the way we, the people, reclaim back the “heart of work” from clicking, repetitive technology? As we develop a messianic vision of our role and transform the organisational ethos to say that if one does not take initiatives, one simply does not have a job.
I believe in some unique way, the management of the Taj Mahal Hotel, Mumbai has been able to instill the above radical context of “work” into its employees. And have created a shared deep commitment to service and humanity. But has this been achieved through training and personnel development as the Harvard research opines? Or has it come from a moral energy at the core of the organisation consciousness? From a “caring and serving” value system flowing from the top and percolating through all levels? From sustaining a heritage that empowers people to “get out of their boxes” to creatively enrich, enlarge and connect?
No doubt, the world would be waiting to learn………………