I attended an interesting session today on burnout and stress at work. There are many conflicting analyses of these problems. On the one hand, there are those studies which focus on the individual, seeing stress as an attribute of individuals, and "stressors" as independent variables producing the experienced symptoms of stress. There are clearly epistemological problems with this, not least that stress is rather like a headache - something that is subjectively experienced, but cannot be directly witnessed by others (only its effects). Searle calls this a "subjective epistemological" phenomenon (to be contrasted with "objective epistemological" things like historical dates, or "subjective ontological" things like money or universities, or "objective ontological" things like the motion of planets, or light). The notion of the "self" that is stressed is the biological/psychological entity bounded by their skin. Let's call this Stress1.
The alternative view of stress is that it is a manifestation of social relations and communication. This entails a different conception of the self as something that is constructed within communication, particularly the communication of the first person "I". The self in this sense is more like Searles's "ontological subjective" category: the reality of a self is construed by the expectations which arise as a result of social engagement and "positioning". This is the self as it is seen by others. It is also the self which can be oppressed by others directly, or by situations which result from others taking insufficient care of environmental factors that can negatively impact on the expression of the self. This is what can happen in situations where people become stressed. Communicative theories which examine stress in these circumstances include things like the "double bind", which is unfortunately extremely common in many workplaces. This is Stress2.
Both perspectives on the stressed self - the ontological-subjective self and the epistemological-subjective self - are important. However, in terms of practical steps to eliminate stress, the two perspectives have different approaches. Stress1 is addressed through treatment to the individual - rather like giving someone with a headache paracetamol: mindfulness, etc. Stress2 is addressed through changing the structures of communication. This is much harder to do, and so Stress1 dominates the discourse, and its (rather hair-brained) remedies go relatively unchallenged.
Stress2 is difficult because it basically requires the making of better decisions at the top of an organisation. Bad decisions will cause stress. Good decisions ought not to, but instead to create synergy, wellness and productivity. Decisions are the result of the skill of decision-makers, so the question really is how we create good decision-makers. Here we see that the incentives for people to climb the ranks of decision-making encourage behaviour which is anathema to the making of "good decisions". People are rewarded instead for hitting targets, increasing profits, and driving down costs. All of which comes at a human cost.
Even if better criteria could be defined to encourage and recruit better decision-makers, it will always be possible to "fake" criteria if they are in the form of new targets or KPIs. This won't work.
This has led me to wonder about what Herman Hesse's "Glass Bead Game" might actually have been (or might one day be in the future). Why do the elites of 25th century Castelia take this game, which is a bit like music (as Hesse describes it) so seriously? There is something important about it being a game.
A game is not a set of criteria. It is a practice which requires the learning of skill to play well. As one learns to play well, one deepens in insight. As one deepens in insight, one might become more aware and able to act in the world in a way where the making of good decisions becomes more probable. Importantly, to play the glass bead game is not to "hit targets". It is not a KPI. It is an art. Only those who are more experienced in the game can judge those who are less experienced, but gradual mastery equips one with the skill to make good judgements oneself. Of course, Joseph Knecht decides the game is not for him, and a different spiritual path takes him elsewhere. But it is still a spiritual path - perhaps a different kind of game.
What if one's progression up the ranks of decision-making powers was organised like this? Would we have fewer psychopaths and more enlightened individuals at the top of our organisations? I think this is what Hesse was driving at. After all, he had seen the worst kind of management psychopaths in history in the Nazis. He must have asked himself what novel kind of arrangements might make the making of Nazis less probable.
The other interesting thing about this though is that the Glass Bead Game is technological. Is there a way in which we could organise our technologies to produce a radically different kind of incentive scheme for those who aspire to become custodians of society? We clearly have some very powerful and novel technologies in front of us which should cause us to reflect on a better world that we might be able to build with them.
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