Friday, November 9, 2012

Is Social-Actualization Replacing Self-Actualization?

by Chip Conley, Founder, Joie de Vivre Hospitality and Author of Peak

Source: http://www.huffingtonpost.com/chip-conley/is-socialactualization-re_b_2083797.html

Self-actualization? Abraham Maslow's Hierarchy of Needs pyramid with "being all you can be" at the top (co-opted by the U.S. Army as a marketing slogan) was a wake-up call for Americans in the 1950s when personal behavior and goals were so influenced by predominant societal ways. Abe's humanistic psychology theory was made for the '60s with the advent of hippie culture and the idea that we should all "follow our bliss."

Unfortunately, Maslow died young in 1970 at age 62 and the "Me Decade" turned "self-actualization" into "self-absorption." His legacy got lost in the academic psychology world and, for some, the Hierarchy of Needs represented more of a Tyranny of Wants. I was fortunate to be gifted with Maslow's journals written in the last 10 years of his life. In his writing, it's very clear that Abe's desire was to see how his iconic theory could apply to the collective, not just the individual, as he pondered, "Can an organization or a society actualize?" And this is partially why, later in his life, he introduced a seven- and an eight-level pyramid with "self-transcendence" at the top.


It's been more than five years since I wrote
PEAK: How Great Companies Get Their Mojo from Maslow where I outlined how my boutique hotel company reinterpreted Maslow's theory to transform our organization at the bottom of a deep economic downturn. I've had the good fortune of introducing my theories in PEAK to diverse groups on five continents. And, as I spend more time with younger leaders -- and more time in Asia -- it's clear to me that it's time to change the language at the peak of this pyramid.

I see just how important Maslow's theory was in reaction to the stifling social rules of mid-20th century America. And I deeply believe that all of us aspire on some level when we're trying to be all we can be in our lives. But, the times and the calculus of how the world works have changed.


I propose we start imagining "social-actualization" at the top of the pyramid. We're moving from an era when "rugged individualism" was foundational to how we defined success to an era when collaboration is essential for both personal and societal success. Some of my transition may be due to spending so much time in Asia with its historical predilection toward collective rather than individual success. But, it's even more influenced by what I learn from talking to young people all over the world. And the fact that in many business schools the most popular classes today are on how to become a social entrepreneur focused on solving the world's collective problems.


So, what qualities distinguish someone who is social-actualizing as opposed to self-actualizing? Abe Maslow suggested that a "peaker" (someone self-actualizing) had a tendency to get lost in the love of what they were doing. This losing oneself can also be prevalent in a social-actualizer, but what's different is that this person's purpose is focused on a collective good rather than just a personal good (although a longer discussion with the Ayn Rand-ers might suggest these are the same). So a "social peaker" focuses on systemic effects and social gains in their actualization. Additionally, as more research shows the social and emotional contagion that connects us, a social-actualizer also imagines the ripple effect they may have on others. For example, a self-actualizer might pursue their passion - whether it's being a triathlete or learning how to give great speeches - with the primary focus being on how it makes them feel. A social-actualizer might choose to enter a triathlon that supports a cause or use their speech-giving to make a difference.


We may feel the glow from someone who's in the midst of self-actualizing and that can move us to greatness as well. But, when we're in the orbit of a social-actualizer, we feel drawn to a higher calling and one that can create a sort of "collective effervescence" of a group. A self-actualizer rower can win individual speed records, but a crew, when they're in the midst of social-actualization, can experience what is called "swing" in rowing circles. It's that miraculous moment in physics when a group is so connected and in unison of a common purpose that the boat literally elevates in the water -- diminishing friction and increasing speed. Here's to the 21st century being one swinging era in the history of mankind.


Follow Chip Conley on Twitter: www.twitter.com/ChipConley

Sunday, November 4, 2012

If what sets a high performing organisation apart is a matter of a question ... what’s the question?

Food for Thought from Mike Schwarzer’s Pearls of Wisdom, November 2012


If your business is the answer to a question, what is the question and why should you care?

How is your business showing up in the market place and how do you want it to show up? Is it a high performing or low performing operation? Is it where you like it to be or moving towards it or moving away from it? Does it serve and enrich you or does it hold you back and impoverish you?

Does it have the right culture and the mental and behavioural flexibility that it requires to operate in a competitive and uncertain environment? Is it a dynamic environment that is buzzing with energy or is it dead? Does it run on optimism, collaboration, resilience, creativity and innovation or is it textured with scepticism, lack of motivation and fear?

Think about it this way, if you were to look at your business from the outside in, what would you notice? What experience does it provide for your customers, the community and your people? What energy does it have? What feel does it have? Is it purposeful? Is it drawing people to you or pushing them away from you? Do your people and your customers believe in your organisation, what it stands for and what it provides?

Could that be a coincidence? The answer may lie in the questions that you ask!

Questions set your intentions, direct what you are paying attention to and drive your behaviours. And questions can be quite unconscious in that they are asked in the back of your mind. This is true for individuals as well as for the organisational psyche.

Why is that important?

Organisations are run by human beings, at least last time I checked. And human beings have a unique ability, they can think ... yes I know a revelation! They can think in terms of creating mental movies about their circumstances through pictures, sounds and sensations. They can then think about and describe those circumstances in words and symbols. And not just that, they can give a meaning or meanings to those circumstances such as reflections, judgements and opinions. This then creates our inner experience about those circumstances in the way we see, hear and feel them on the inside.

It is that inner experience of our outer circumstances that makes the difference. How so you may ask?

High Quality versus Low Quality Experience!

If the inner experience is of high quality it creates a radiant energy around you, one that others want to be part of. An energy that opens your mental pores and that points your attention seeing solutions and possibilities. This type of energy creates mental and behavioural flexibility and movement. Often this energy is directed outwards with our attention pointing towards our environment, the people in it and the things we want to create. We do that through thoughts and questions such as ... how can we best help to solve your problems? How can we make a difference? How can we best support or serve you? Who do we need to become to create an environment where learning, engagement, creativity and innovation can occur?  ... And what other empowering questions do you use?

If the inner experience is of low quality it creates a static or tight energy around you with little movement, one that others want to stay away from. And energy that closes your mental pores and that points your attention at the problems of your problems. This type of energy creates mental and behavioural rigidity and lack of movement. Often this energy points inwards turning at ourselves with thoughts and questions such as ... why does this happen to us? What if we fail? What if we are not good enough? Why do these customers always give us a hard time? Why do we always get picked on?  ... And what other limiting questions do you use?

Think about it! Questions and their direction generate energy in the human body-mind-emotion system and therefore in organisations. Questions and the energy they generate determine how you are showing up in the world and what you are capable of achieving. If there is flow and movement, there is presence of mind and resourcefulness, its operating in the zone. When we operate in the zone, we tap into our inner resources that are beyond the limitations of our intellectual mind. If there is lack of flow and movement we can get stuck in our heads, the intellectual mind, and out of touch with our inner resources.

This might be the difference of showing up as an organisation of grumble bums or that of a ray of refreshing sunshine. One that just cares about itself and what it can get out of others or one that is purposeful and enjoys helping others to solve their problems? Which one would you rather work with and do business with?

So how do you want your business to show up in the world, as a grumble bum or a ray of refreshing sunshine? Then ask yourself, what are your highest intentions, the things that are important to you as an organisation? And what questions underpin these intentions? What are you paying attention to and how is that showing up in the way you as an organisation think, feel, speak and behave?

What high performing organisations know …?

As mentioned earlier, questions drive behaviours. High performing and self-actualising organisations know that and are skilled in asking purposeful questions or core questions, either consciously or subconsciously. Questions that generate creative energies, inner experiences and drive behaviours that are aligned to and supportive of their purpose. Questions that take them into the direction they want to move and that produce quality results.

So if your business is the answer to a question, what is the question? And does it serve you or limit you?

Curious to find out more about how to engage core questions that unleash creative energies and drive behaviours that serve you? Then contact Mike at mike@mikeschwarzer.com

to your highest learning and growth

Mike



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