ZN Theses put to the Test - Part 2

2022 | 6 min reading time

About working together

How do we want to interact? What do we value in our interactions? Jaap Denissen, Professor of Developmental Psychology at Utrecht University, comments on our theses from a scientific perspective.

We believe that brains and hearts cannot be reached through processes, structures or hierarchies. We want to take a genuine interest in each other and make each individual feel important. We want to create a framework so that everyone acts in the best interests of the company and in harmony with themselves.

It is indeed an important, although ambitious, goal to be in harmony with oneself. In fact, mutual interest is an important factor here. In our hectic times, we often lose sight of what drives and occupies us. Self-determination theory clearly states that it is not only self-determination and competence that are basic human motivations, but also mutual connection. Research shows time and again that challenges are perceived as easier if you know you have the support of other people. Humor and team spirit between colleagues can also give a positive meaning to difficult or sometimes even boring work.

We always question the status quo. We don't want to get too comfortable. This means we regularly and consciously leave our comfort zone. This allows us (together) to remain resilient, flexible, inspired and future-oriented.

As a scientist in particular, I understand all it takes to question one's own knowledge and to constantly reinvent oneself. In these rapidly changing times, it is increasingly important to be able to adapt to circumstances. Flexibility is also important from a social point of view: especially if you rely on non-hierarchical teams, you have to accept that constantly fluctuating role allocations and division of labor are the norm. Finally, the globalized world also requires a high degree of flexibility and intercultural sensitivity.

However, I would like to point out that people differ fundamentally from one another in terms of their "openness to new experiences", i.e. their willingness to absorb new knowledge and renew themselves. This means that there are also people whose character tends to be conservative and closed. Perhaps these are not the employees of ZENTRALNORDEN or its customers, but it remains important to realize that there are people who like to stay in their comfort zone a little longer and also take longer to be convinced by new trends and developments. In terms of diversity and compatibility, it is also important to value these people and even benefit from their reticence. As we all know, not every quick fix is a winner.

We believe in working together as equals and always address everyone on a first-name basis. We do not address status or roles, but people. Creative ideas and bold goals are not the result of hierarchies. We show respect by working together.

This is a modern concept of work organization. Personally, I am very much in favor of reducing hierarchies. We have also had negative experiences with status in science (e.g. professors who terrorize their employees). I have also done a lot of research on the topic of status myself, especially on narcissism, i.e. the tendency of certain people to perceive themselves as exalted and privileged and to devalue other people.

So although I basically agree, a footnote is in order: some theorists assume that a basic need for status is part of being human (self-determination theory is not one of them, by the way!). If this is the case, then the need cannot be suppressed so easily and it is better to channel it in a productive and socially acceptable way. So does a group succeed in combining prestige and status with prosocial goals and professional competence? Status should never be codified and allowed to become inflexible, because it does not fit in with the need for people to constantly reorganize themselves and as a team.

Such fixed positions of status always attract the wrong people (narcissists!). Nevertheless, there are ambitious and status-oriented people and we should not forget that there are also (and sometimes especially) power differences in organizations with flat hierarchies. This is precisely why it is important to be aware of such dynamics and to cultivate an attitude of respecting others.

We are convinced that sincerity and warmth of heart form the basis for peaceful coexistence. Our experience shows that mindfulness and warmth lead to deep satisfaction - and promote creative processes. We want this for ourselves as well as for our clients.

The need for human closeness and connection is fundamental and an important source of intrinsic motivation. However, this closeness also brings challenges: there can be (at least superficially) a tension between sincerity and warmth of heart - namely when it would be important to confront or challenge each other, but one does not do so out of false consideration for the feelings of the other. As a countermeasure, it seems important to develop a culture of mutual trust in which people are allowed to argue and challenge each other.

However, because of the necessary diversity of views and talents (see 2nd thesis), you have to watch out for so-called ingroup thinking among like-minded people. For a creative company, for example, it can also be good to have some conservative thinkers in the team. And compatible teams need dissent and conflict from time to time to shake up the status quo. It is always important to celebrate and cultivate such differences - which is fortunately in line with the principle of "sincerity and warmth of heart"!

You haven't read part 1 of this article yet? You can change that here.

This article is from our BAM Magazine. Find out more about it here.

BAM Magazine

Tags: Miteinander, New Work, Strukturen, Werte, Zusammenarbeit, Bock auf Morgen

Prof. Dr. Jaap Denissen

University Utrecht

Psychological growth is one of Jaap's main focuses. As a professor of developmental psychology, he studies psychological changes throughout life and has also shed light on recipes for success in (happier and more successful) working life. His main goal is for everyone to feel like "the right person in the right place".

uu.nl/en