Self-discovery at work is usually unheard of. That is because work presents a square peg in a round hole. What we enjoy doing rarely matches the work we are assigned. And that is fair from the organization's point of view. The workplace needs helping hands to pursue its own enjoyable journey. Usually, the story of the starting member resonates with a few others, and work takes off. But as more and more people join hands, it tends to be half-hearted participation.
People choose organizations for economic reasons, progress reasons, or social reasons. But it is rarely the case that the growing organization gets people based on the core philosophy.
No matter how much we talk about the culture and proliferating it organization-wide, that depends on how well they connect at various organizational layers. And when that alignment is at stake, people focus on compliance rather than fulfillment of what they like.
It's a complex and delicate balance that every organization struggles with. Organizations that support self-discovery come across as too free, chaotic, and individual-driven. Traditional management theories against structures that promote individual and organizational preferences.
The reason for such fear is the loss of control within the management layers, established merely for the timeliness, productivity, and people-herding roles.
But self-effacing leadership structures do not suffer from such fears. They tend to be self-discovery oriented themselves and support the future of open thought processes and experimentation.
A fascinating work day occurs under flexible work environments supporting discovering your strength. As fearful as it is, it is one of the most powerful organizational building strategies, often marred by choices at the top.
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