Research** has found that managers often recognise they are making a moral decision at work, and they draw on their own moral standards to make those decisions. BUT THEY DON’T ADMIT IT! When asked to explain their reasoning, they will explain their reasoning in purely rational terms.
Bird and Waters, who carried out the research, refer to this as the ‘moral muteness of managers’.
To me this is an example of not being fully present, of not fully showing up for work. And organisations and individuals both contribute to this happening. Organisational cultures give people particular resources with which to explain their actions – complying with rules and regulations, or doing what we’ve always done, or doing what the boss would want can be the ‘usual’ or expected explanations that are offered for decisions or actions. And as individuals, we can also choose not to disclose the full reasoning for our actions or decisions – for fear of criticism, or because we don’t want to spend the time in debate, or just because we don’t want to stick out and appear different.
The problem is that as a result we shrink a little bit each time we do this. If we don’t bring our moral selves to work with us, then work becomes a place where we can’t develop as moral people. The same happens if we don’t bring our emotional needs, our needs to be physically healthy, or our needs to learn to work with us – work has much less potential to be a place where we can express emotion, be healthy and learn.
I am trying to ‘show up’ more in my work. My focus is on being more transparent about my reasoning (explaining not just what I think, but why), being more curious about what other people think (so I may learn something, and may change my own opinion), closing the gap between what I think and what I say, and speaking up when I am unhappy or have a different view. I’m not finding it easy, but I’m going to keep trying. I’m already a good listener; now I am choosing to speak as well, rather than remain mute.
** In interviews with 60 managers, Bird and Waters found nearly 300 examples where managers had dealt with moral issues at work, but in only 12 per cent of those examples was there any public discussion of the moral issues. F B Bird and J A Waters, ‘The moral muteness of managers’, California Management Review, Fall 1989: 32, 1, pp. 73-88. Hat tip to Nancy White, who refers to the study in her book Dialogue at Work.