There is a value misalignment in the workplace, where personal values are rarely engaged, and most often asked to be left at the door. Our prior research has highlighted this — the harmful effect of this being clearly illustrated in Hannah Arendt's 'A Report on the Banality of Evil' and countless other social experiments. Not only is this cognitive dissonance harmful to those working within these conditions, unable to be full, creative, autonomous human-beings, the opportunity for business to play a more generative role in driving societal change is also stunted. 

 

Working with businesses in various industries, from insurance to fashion, we asked: How can we create the conditions and that enable 'whole-self decision-making', where our deepest, intrinsic values are present and heard? How can the way we work accelerate change? What are the barriers preventing this? 

 

We designed a 2-hour workshop, giving leadership teams and employees the space to explore these questions for themselves — where the most meaningful ideas are often found. The overwhelming answers that emerged from multiple teams and organisations was the need for spaces for vulnerability, reflection, creativity, imagination, and autonomy — conditions that allow for collective sense-making and the pathways to ensure the most meaningful ideas are explored further. 

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Lockdown Lesons

Navigating uncertainty and reconnecting with purpose while WFH

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During the first lockdown in the UK, We designed a 3-part conversation series, delivered virtually, to reconnect people with purpose, providing the tools and frameworks to remain active, innovative, and hopeful in the middle of an unsettling time. With racism and climate change also at the forefront of people’s minds, emotions were understandably high. It was—and is—important to provide an opportunity for people to channel their emotions constructively; to understand the interconnected nature of our challenges and show them how to drive positive change within their own roles. 

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