In today’s changing workplace, the rise of freelancing, remote working, and virtual teams means many organisations are grappling with how to generate a shared culture. This is no easy task, and here at the Hot Spots Movement, we’ve been looking for new sources of inspiration on how companies can address this challenge.
One particularly interesting insight comes from a field that few of us would associate with organisational culture: social movement theory. This was the focus of my PhD and, at first glance, the two may seem strange bedfellows. But on closer inspection, this field reveals important lessons for companies on how to build what is known as ‘collective identity’.
Collective identity describes a sense of self that goes beyond the individual, placing the desire of a group above your own.[i] Many sociologists have pointed to it as an explanation of why unstructured or informally organised social movements, like the LGBT liberation or anti-nuclear movements were created.[ii] In these movements, a strong, shared identity was compelling enough to bind diverse, disparate groups of people into achieving a shared goal.
Likewise, collective identity is powerful in the organisational context too. Research has shown that when a person starts to identify collectively, there is a shift in their goals, and that even ‘selfish’ individuals become cooperative when they identify with a group.[iii] In addition, when people in a work setting have a strong sense of group identity, morale and productivity rise.[iv]
So, how can you go about creating a collective identity in your team or organisation? Here are three steps to get you started:
- Create A Clear Narrative: Whether it be the women’s, LGBT or environmental movement, what binds individuals in social movements is the feeling that they are part of a broader ‘whole’. For organisations, describing what the company as a collective has achieved in the past, or common values and shared characteristics required to be ‘part’ of the collective can replicate this.[v] An example can be seen in John Lewis Partnership, which places the views of their founder on co-ownership as a core part of their organisational and brand identity, ensuring that their employees feel connected to a shared past and mutual beliefs.[vi]
- Create Common Goals: Social movements are bound together by a shared desire for change, and similarly, identifying a common goal across departments can be powerful in ensuring people feel a shared identity, and don’t revert to identity by function.[vii] We saw this in action in a recent crowdsourcing project we ran with an Irish bank. The Bank invited their 11,000 employees from across divisions and departments to collectively craft five brand values they could all identify with. This provided an opportunity for the employees to work on a shared goal, resulting in a feeling of communal achievement.
- Create Opportunities for Co–Creation: Collective identity in social movements is solidified through actions, whether that be attending meetings or organising protests. For companies, creating shared tasks, which require discussion across the group, can help ensure that employees feel a united identity. For example, our Jam platform allows organisations to build on the power of their teams through crowdsourcing, empowering employees to solve problems together, and creating a shared purpose and engagement in the process.
So, next time you feel your team is not clicking, perhaps draw inspiration from social movements, and focus on building collective identity.
To find out more about our work on identity and culture, contact firstname.lastname@example.org
[i] Flesher Fominaya, C. (2010). Collective Identity in Social Movements: Central Concepts and Debates. Sociology Compass 4/6, 393-404. Retrieved from https://pdfs.semanticscholar.org/64c8/328c26d1819142d8ea6348db1b61ce475a1f.pdf
[ii] Melucci, A. The Process of Collective Identity. Johnston, H. and Klandermans, B. Social Movements and Culture (University of Minnesota Press, 1995).
[iii] Van Bavel J. and Packer, D. (December 27 2016). The Problem with Rewarding Individual Performers. Retrieved from https://hbr.org/2016/12/the-problem-with-rewarding-individual-performers
[v] Seaman Jr., J.T and Smith, G.D. (December 2012). Your Company’s History as a Leadership Tool. Retrieved from https://hbr.org/2012/12/your-companys-history-as-a-leadership-tool
Over the last couple of years, I’ve been learning the art of Improv. For those of you who have never experienced such joy, Improv is a form of completely unscripted theatre or comedy, where a group of fully-grown adults create a story, characters and some kind of plot completely in the moment. As we walk onto the stage we have no idea who our character will be, where the scene is, or what the relationship is that we have with each other And yet, somehow it works. Somehow, we create something that is coherent, makes sense and sometimes – just sometimes – is hilariously funny.
Now, if this were a team in an organisation, we would consider it doomed to fail: No goals, no clarity on team roles, no accountability – no chance. But in this domain it succeeds. It got me thinking about what it is that makes it possible for Improv to… well, just work really, and what that could then teach us about creating successful teams in organisations. It all starts with three simple rules that allow everything else to follow freely:
#1 Listen to offers
The first time I got on stage to do an Improv scene my mind was screaming to me: “Say something. Anything. For the love of God fill the silence!” The result: disaster and a very public way to learn the hidden beauty of staying quiet and listening. And so comes the first rule: listen to what others are offering. The only way that something unscripted can work is if you are truly listening to all the cues your team are sending you about where you are in the scene, who your character is to them, and what the hell’s going on. Likewise, they need to be listening out for every possible piece of information from you so that you can all create something together.
There are many parallels here to what we see happening in teams. I can recall so many meetings in which it’s seemed like we’re all working off a different script. And why? Because that’s exactly what we were doing. We were armed with our own individual scripts about what we wanted to achieve, our foregone conclusions about the matter, ready to force that on others whether consciously or without even realizing that’s what we were doing. Next time you’re in a meeting with your team, try leaving the script behind. Make a conscious effort to focus and hear every ‘offer’ made by the other person. Every sentence, every word.
#2 Accept offers
The most awkward moments in Improv are when one actor makes an ‘offer’ in terms of what’s going on in the scene, for example: “Hey, great to bump into you. We always seem to see each other at this same park” only for their fellow actor to reject that offer and instead pursue their own agenda: “This isn’t a park it’s a school classroom, what were you thinking?” There’s really nowhere good to go from that point. It’s a clear rejection and now you are both completely lost somewhere in a… school parkroom? Or a park school class? Huh? When this happens in Improv it’s painfully visible and the chaos that ensues is immediate.
Once again, having learned this the hard way in performances, I’ve become particularly aware of it in other realms of life and work. How often do we listen to someone’s idea (offer) only to reject it, either subtly by moving the conversation back to our own brilliant idea, or by outright declaring it impossible due to a set of constraints reeled out too quickly to be a true response to what we’ve just heard?
I think the reason we find this so hard is because it requires us to be vulnerable. In a scene, if I accept someone else’s offer in terms of where we are or what our relationship is, then I have to put more thought and energy into responding than if I were to simply shut it down and force my own idea – inevitably one I’m more comfortable with. It’s unknown territory and I can’t guarantee I’ll sail through it. Likewise, exploring someone else’s way of thinking at work means letting go of our reassuringly familiar reality to step into theirs. It’s uncomfortable. As a leader, you may feel you need to add value by having the vision and providing clarity of output. You may feel that if you’re not driving the meeting or the project, then you’re not doing you role as a leader. However, the two are of not mutually exclusive at all.
Next time you feel yourself inclined to say no to an idea – to reject someone’s offer – perhaps take a moment. Acknowledge that it feels a bit uncomfortable and then stick with it. It may be that the discomfort lasts only a few moments and is the path to something you never thought possible.
#3 Make other people look good
Every so often, I’ll be in a scene and see an opportunity to throw in a line so witty it’s sure to have the crowd thinking, ‘God she’s hilarious’. And every time I’ve given into the temptation it’s resulted in a soul-destroying awkward pause. Now, while this is no doubt useful feedback about the quality of my jokes, it’s also a fairly unanimous experience in Improv. Why? Because Improv is about teams, not stand up comics, and any attempt to elevate yourself over and above your fellow Improvisers just destroys whatever it is you were creating together.
And so comes the third rule: make others look good. The logic is pretty simple when you think about it: if everyone does it, then everyone ends up looking good. Lovely. So what happens if we take this approach in our teams? If we all go in agreeing that our role is to make our team members look good rather than being our individual best?
This doesn’t mean that individual performance is completely negated, but that in an environment in which no one superstar (or stand up comic genius) is sufficient to succeed, we all embrace working together. We all help amplify the performance of others and bask in the great feeling that comes with knowing that they will do the same for us. This is how we can unleash additional value, enabling others else to shine and then building on that ‘greatness’.
These rules are pretty simple. But what resonated with me was how incredibly important they are in any successful collaboration – whether it be a friendship, a relationship, a project team or maybe even an Improv group. And that they are mutually reinforcing. Follow one of the rules avidly and you’re sure to find yourself deploying the other two: really listen to the other person in your team and you will find yourself immediately more likely to accept their offer and help them look good.
In increasingly unpredictable and unscripted worlds, perhaps now is the time to truly embrace improvisation.