By Kisholoy Gupta
30/11/2009
“Born free, as free as the wind blows…
Stay free where no walls divide you…
Born free to follow your heart…”
Every time I hear this song from the Oscar winning movie ‘Born Free’, I feel I am born again. Songs that sing freedom of the soul are so refreshing. The urge for freedom is something that is always there within us, longing to stretch its wing and fly.
Just as the urge for freedom is so ingrained in all of us, there is an innate desire in us to have a society where there is concord in relationship, arising out of mutual trust. At the same time to have mutual trust or respect, freedom is a must. However, respecting others’ freedom demands a certain amount of discipline and orderliness.
In other words, does it imply where mutuality rules, freedom or individuality is stifled? Can there be full freedom together with a total sense of universal solidarity?
Seeking freedom and camaraderie at the same time is nothing new. It is as old as history.
Polibius (203–120 BC) in Greece wrote about the political balance needed in government. His thoughts influenced the French Montesquieu to write the “The spirit of the Law” in 1748. It is said that this further helped in drafting the US constitution.
In 1838, Pierre Leroux attributed the creation of the motto Liberty, Equality and Fraternity to the French Revolution. The world accepted and hailed the idea of a society with freedom and living together as a fraternity, with mutual respect.
In fact, “Mutual Liberty” was first coined by Alexis de Tocqueville way back in 1835 in his work Democracy in America.
Through the passage of time and evolution our society has grown. We have progressively evolved into a better race; or so it seems.
The League of Nations and then the UNO endeavored to bring an inclusive world where nations could have a say in world matters and where the poorer section of the society would not be uncared for. Countries and the world leaders have gotten together over and over again to have a better world order.
From the HR perspective, better sense has slowly evolved over time. The International Labour Organisation has laid out guidelines on the freedom of association. Unions have gained respect. Women’s liberation movement has seen women climbing higher rungs in the managerial hierarchy. There are now well-oiled grievance machineries so that employees can be “heard”. Encouraging creativity, innovation and voicing opinion are being increasingly being sought after by organizations.
Simultaneously, systems and processes have reached high standards. Organizations are making a beeline for all kinds of certifications. There are certifications from International Standards Organization for processes, quality standards, testing standards and the list go on. Having such certification in business organizations are indications of orderliness in the pursuit of excellence.
The HR Perspective: A pilot study was conducted to capture the perspective of the HR fraternity in India, vis-à-vis the thoughts discussed. The study is based on the response of 20 HR managers.
The study was to understand to what extent ‘Freedom and Mutuality’ is perceived to be practiced in our industry today. Do they both run as parallels or are they always at chaotic collision with each other? If we are allowed the freedom to stretch our arms, do we bleed our neighbor’s nose?
The first two questions were on the degree of freedom allowed. The rest were questions where the respondents had to opine on a scale ranging from total disagreement (-5) to total agreement (5) with the question asked. While analyzing the mean value or the average of the responses were considered.
The analysis of the survey is sliced issue wise and my views are given after each issue analyzed.
Freedom to express and take decisions
Analysis: The extent employees have freedom to ‘express themselves’ in organizations, was 68%. Whereas the extent of freedom of employees to take ‘decisions innovatively’ in organizations was 62%.
My take: This definitely reflects that freedom is restricted in organizations. Is it because the respondents were from the HR community?
Solidarity in organization would encourage individual’s freedom. Right of an employee to grow freely to her/his satisfaction would result in the ultimate prosperity of business
Analysis: There was a general agreement that solidarity within the company, encouraged freedom of thought and action (3.25 on a scale of 5) and the right of employees to grow freely would enhance business (3.1 on a scale of 5).
My take: The view seems positives as solidarity is a result of trust and trust would pave way for people respecting other’s decision. Further it was a progressive sign to note that people think, encouraging people to grow freely would bring prosperity to business. However if this be so why is that in the last issue discussed the freedom to take decisions seemed restricted?
Code of conduct impinged on personal value system
Analysis: There was only a lukewarm disagreement (-1 on a scale of 5) if code of conduct impinged on employees’ personal value system.
My take: This would imply that companies’ value systems are only in a small way aligned to employees’ own values. The question arises why only in a ‘small way’; why not fully? Is it because employees do not like values thrust on them, to be obeyed?
The responses to the other questions were so varied and dispersed that the averages of both positives and negatives have been taken separately for drawing the inferences.
Self sacrificing personal goals (altruism) by employees for organization is a definite sign of a great company
Analysis: 40% of respondents disagreed (-3 on a scale of 5) with the view that self sacrificing personal goals, or altruism, was sign of a great company. Whereas 60 % agreed (3.25 on a scale of 5) that altruism was a sign of a great company.
My take: Altruism is also a way of self recognition because the company hails you as someone great on your efforts. But the question arises what if your self sacrifice is not acknowledged? Is that the reason why 40% disagreed with the view that employees self sacrificing themselves is a sign of a great company? Are these 40% like General Patton who had said that no one had ever won a war by dying for his country?
Surely to have a great company, much more would be required than laying down codes of conduct and recognizing employees who are ready to sacrifice personal goals for the company. The question is what is that binds employees to make a great company?
Complying with systems is restrictive business practice
Analysis: 40% disagreed (-3.1 on a scale of 5) that complying with systems was a restrictive business practice, whereas 45% agreed (2.5 on a scale of 5). 15% were undecided.
My take: Now the question arises if companies are rated by clients based on their certifications to various world class standards and if employees feel stifled (45% said so); how do we have ‘highly rated’ companies and at the same time have employees feeling a sense of freedom?
Being supportive hampers freedom and a being good team member curbs creativity
Analysis: It was fascinating to note that though 55% disagreed (only -1.9 on a scale of 5) that being supportive to team members hampers freedom, whereas 45% agreed (2.4 on a scale of 5).
Further 45% agreed (2.9 on a scale of 5) with the fact that team spirit curbed creativity as opposed to those 55% (-3.2 on a scale of 5) who disagreed.
My take: Just imagine, people say that being supportive hampers freedom and being team member curbs creativity! How do we have team spirit and supportive employees if it hampers freedom and curbs creativity? It is a huge HR challenge.
Respecting and loving each other because we think all are an integral part of the universe
Analysis: On this issue, the answers were quite diverse too. 40% disagreed (-3.1 on a scale of 5) with the statement, 45% agreed (2.5 on a scale of 5) and 15% were undecided.
My take: The response seems positive as a good percentage of respondents agreed with the statement.
To summarize, though people that believe freedom would lead to prosperity; freedom to express and take decision is restricted. Further, a sizeable population thinks being supportive and good team members is stifling! Codes of conduct and altruism have gone to a certain point but people have realized that life is not always self immolation.
Though we may have tried relentlessly over the years, evolution of the human race with respect to freedom and universal solidarity has yet a long way to go. But all is not lost, nor will it be lost as long the will is there. The will is there. There are those who think that freedom will lead to the ultimate prosperity of business.
If we go by the indications reflected in the response to the last question, there are people who relate to others because they feel they are an integral part of the cosmos. They may not show it in full majority with total agreement but traces are there and therefore there is hope. It is because of this positivism that a deal has been thought which can be presented to the world by our HR community.
Presenting the HR Deal
While countries with their leaders may sit and conjure newer legal frame work and churn out commercial processes for extricating us from the present crisis, we as a community of HR can do our little bit.
Let us venture into deal; a deal which is more akin to us in the HR fraternity, the “Human Relations Deal”. A deal where we, the people will be born free, free to self determine for ourselves and where there will be amity between us.
The foundation of human existence is based on these thoughts. It is to rise beyond our selfish egos and realize our greater self. It is to understand that we, the human species are an integral part of the total creation.
The last question in the survey was related to this. 45% agreed (2.5 on a 5 point scale) that employees bind together with love and respect because they think that all are integral part of the universe.
This response itself is an indication that a good percentage realizes what the ultimate binding factor in organizations is. When such is the realization employees will find that their own self fulfillment no longer separates them from the others. At each step we would yearn for a closer unity with the larger collectivity. A confluence of the law of self determination and the common law of mutuality is bound to happen.
This is the Human Relations deal. The deal to allow freedom for self determination for individuals and at the same time have a sense of mutuality and respect for others.
It would be vain to roll out policies after policies, of freedom and liberty, on the assembly lines of commerce and management science, if the principle of ‘self determination’ is not respected.
Similarly, we cannot mechanically manufacture certifications and standard of operation for employees, if ‘mutuality’ is not in the hearts of people, but is there only to safe guard and take forward self interest.
This HR Deal is to our self, by our self for our self. It is a clarion call to shift our paradigms in our hearts, minds and souls. A deal that will make the whole human race stand together on the premise that we are sparks of the same universal flame. If customer is the king, so also will the employees, the board, the investors and the vendors be the kings. We will grow to be kings of our own inner self, mutually serving each other for the harmony and prosperity of mankind.
As inferred earlier the signs of realization are already there. It is for us to give it the push for people to be born free in a global family.
The author is a principal consultant with a Bangalore-based HR services firm.
