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Article Harvard Business Review June 2016 Managing the High Intensity Workplace: An 'Always Available' Culture Breeds a Variety of Dysfunctional Behaviors |
People today are under intense pressure to be “ideal workers”—totally committed to their jobs and always on call. But after interviewing hundreds of professionals in many fields, the authors have concluded that selfless dedication to work is often unnecessary and harmful. It has dysfunctional consequences not only for individuals but also for their organizations. The authors discuss three typical strategies for coping with demanding workplaces and the risks associated with each. Accepting involves prioritizing the job above all else and remaining available 24/7. Because accepters fail to cultivate outside interests, they’re often slow to recover from professional setbacks. And they may be too focused on their own responsibilities to mentor others—a drawback for their organizations. Passing involves portraying oneself as an ideal worker while quietly pursuing a life beyond the office. But passers may feel isolated from their colleagues because they are hiding parts of themselves, and their perpetuation of the ideal-worker myth keeps the pressure on everyone. Revealing involves openly embracing nonwork commitments. Revealers may unwittingly put their careers at risk, however, and bosses who penalize them may drive away talent. So how can organizations build a healthier—and more productive—culture? Managers can act as role models by leading multifaceted lives themselves. They can reward employees for the quality and results of their work rather than the time put into it. And they can enforce reasonable work hours, require vacations, and take other steps to protect employees’ personal lives.
Keywords: Risk Management; Working Conditions; Work-Life Balance; Management Practices and Processes; Organizational Culture;
Reid, Erin M., and Lakshmi Ramarajan. "Managing the High Intensity Workplace: An 'Always Available' Culture Breeds a Variety of Dysfunctional Behaviors." Harvard Business Review 94, no. 6 (June 2016): 85–90.
