04. What is the Healing Organization and Healing Management?

What is the Healing Organization and Healing Management? 

 

Becoming Energy Drain or Energy Source is "Habitual" (Lemma #4) 

 

 

 

What is the Healing Organization? 

 

Raj Sisodia and Michael J. Gelb's "The Healing Organization" offers a fresh perspective on the role of businesses in society. Here's a summary of their healing organization concepts in seven bullet points:

 

1. Purpose Over Profit: Businesses should prioritize a higher purpose beyond just profit, seeking to create holistic benefits for all stakeholders.
2. Stakeholder Integration: Every stakeholder, including employees, customers, investors, communities, and the environment, matters equally. Business success should be defined by the well-being of all these groups.
3. Conscious Culture: Emphasizing the importance of building a conscious culture within organizations where values, care, and compassion dominate over traditional corporate values.
4. Alleviating Suffering: Companies have the responsibility and capacity to alleviate various forms of suffering in the world, whether it's among their employees, customers, or broader communities.
5. Embracing Conscious Leadership: Leaders in a healing organization should lead with love, care, and mindfulness, emphasizing empathy and collaboration.
6. Holistic Wealth Creation: While financial profitability is necessary, it isn't sufficient. Businesses should aim for the well-being and wealth of the entire ecosystem, from emotional and spiritual wealth to social and cultural prosperity.
7. Continuous Learning & Improvement: Healing organizations recognize the need for continuous learning, adaptation, and improvement, ensuring they remain aligned with their purpose and adapt to the evolving needs of stakeholders.

The healing organization is a type of organization that is focused on promoting the physical, mental, and emotional well-being of its members or clients. Healing organizations may take a variety of forms, such as hospitals, mental health clinics, and wellness centers, and may offer a range of services, such as medical treatment, therapy, and support groups.

 

The concept of a healing organization is based on the idea that the work environment can have a significant impact on an individual's overall health and well-being. A healing organization is designed to create a supportive and nurturing environment that promotes healing and personal growth. This may include practices such as incorporating mindfulness, compassion, and self-care into the organizational culture, and providing resources and support to help employees manage stress and maintain a healthy work-life balance.

 

Overall, the goal of a healing organization is to create a positive and uplifting atmosphere that helps individuals to thrive and reach their full potential.

 

 

 

Deep Root of Vygotskyan approach:

Vygotsky's concept of the "zone of proximal development" (ZPD) refers to the difference between what a learner can do independently and what they can do with the help of more capable peers or adults. The ZPD is the range of tasks or activities that a learner can perform with assistance, but not yet independently. It is the area where the most significant learning takes place.

 

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Vygotsky believed that learning is a social process that occurs through interactions with more knowledgeable others. He proposed that children learn best when they are given tasks that are slightly beyond their current level of development, but that they can still accomplish with the help of someone more knowledgeable. This allows them to explore their own abilities and understand what they are capable of achieving.

In more formal terms, it is seen as the distance between the actual developmental level as determined by independent problem solving and the level of potential development as determined through problem-solving under adult guidance, or in collaboration with more capable peers.

 

Vygotsky argue that the role of a teacher or more knowledgeable others is to provide guidance, support and direction to the student in the ZPD, helping them to move closer to their potential level of development. Therefore, the ZPD is an important concept in education and provides a framework for understanding how to support student learning and development.

 

In summary, Vygotsky's Zone of Proximal Development (ZPD) refers to the range of tasks or activities that a learner can perform with the help of an adult or more capable peers that they are not yet able to perform alone. The ZPD is seen as the most significant area of learning, and it is the role of educators to help students work in this zone by providing guidance, support and direction to the student.

 

Characteristics of Healing Organization:

 

There are a number of characteristics that may be associated with a healing organization. Some of the key characteristics of a healing organization include:

1. A focus on promoting physical, mental, and emotional well-being: A healing organization places a strong emphasis on helping individuals to achieve and maintain optimal health and well-being.
2. A supportive and nurturing environment: A healing organization strives to create a supportive and nurturing atmosphere that promotes healing and personal growth.
3. A culture of mindfulness, compassion, and self-care: A healing organization promotes practices such as mindfulness, compassion, and self-care as part of its organizational culture.
4. A commitment to continuous learning and improvement: A healing organization is committed to continuous learning and improvement, and encourages its members to learn from experiences and seek out opportunities for growth and development.
5. A focus on collaboration and teamwork: A healing organization values collaboration and teamwork, and encourages its members to work together in a supportive and respectful manner.
6. A commitment to ethical practices: A healing organization adheres to high ethical standards and practices, and is committed to acting with integrity and transparency.

 

Suggestions to Create Healing Organization

Some of the key strategies for creating a healing organization include:

1. Promote physical, mental, and emotional well-being: Encourage healthy behaviors and practices, such as physical activity, stress management, and self-care, and provide resources and support to help employees maintain their well-being.
2. Foster a supportive and nurturing environment: Create a supportive and nurturing atmosphere that promotes healing and personal growth. This may include practices such as promoting open and honest communication, building trust, and recognizing and valuing the contributions of all team members.
3. Incorporate mindfulness, compassion, and self-care into the organizational culture: Encourage the adoption of mindfulness, compassion, and self-care practices as part of the organizational culture, and provide resources and support to help employees incorporate these practices into their daily lives.
4. Encourage continuous learning and improvement: Encourage a culture of continuous learning and improvement, and provide opportunities for employees to learn from experiences and seek out opportunities for growth and development.
5. Foster collaboration and teamwork: Promote collaboration and teamwork, and encourage employees to work together in a supportive and respectful manner.
6. Adhere to ethical practices: Establish and adhere to high ethical standards and practices, and be transparent and accountable in all actions and decisions.

By following these and other strategies, an organization can create a healing environment that promotes physical, mental, and emotional well-being and supports the growth and development of its members.

 

 

 

Healing Management

 

 

In here, seven healing managerial strategies are proposed for the purpose of ‘people and organizational’ studies.

1. Excellence
2. Participation
3. Transparency
4. Competency
5. Active listening
6. All level people development
7. Inclusion

 

Healing Management: Excellence

 

Excellence is a state of being that is characterized by a strong focus on quality, innovation, and continuous improvement. He believes that organizations that strive for excellence are more likely to be successful in today's fast-paced and competitive business environment (Peters & Waterman, 2006).

 

Effect: According to Peters, organizations that strive for excellence tend to have a number of characteristics that contribute to their success, including:

 

1. A strong sense of purpose: Excellent organizations have a clear and compelling sense of purpose that guides their actions and decisions.
2. A commitment to quality: Excellent organizations are dedicated to continuously improving the quality of their products, services, and processes.
3. A focus on innovation: Excellent organizations encourage and support innovation in all areas of the business.
4. A customer-centric approach: Excellent organizations prioritize the needs and satisfaction of their customers.
5. Strong leadership: Excellent organizations have leaders who are visionary, decisive, and capable of inspiring and motivating others.
6. A supportive culture: Excellent organizations foster a positive, supportive culture that encourages collaboration, creativity, and excellence.
7. A commitment to continuous learning: Excellent organizations recognize the importance of learning and development and provide opportunities for employees to grow and learn.

 

Overall, organizations that strive for excellence tend to be more successful and have a greater impact in their respective industries.

 

 

Suggestion: In order to achieve excellence, Peters and Waterman (1982; 2006) suggested that organizations need to focus on a number of key areas, including:

 

1. Innovation: Organizations need to be constantly looking for new and better ways to do things and be willing to take calculated risks in order to stay ahead of the competition.
2. Customer focus: Organizations need to be customer-centric and focus on delivering an exceptional customer experience.
3. Talent management: Organizations need to invest in their people and create a culture that encourages personal and professional development.
4. Process improvement: Organizations need to be constantly looking for ways to streamline their processes and eliminate waste.

 

Overall, the emphasis on excellence is a call for organizations to be continuously seeking ways to improve and innovate in order to achieve long-term success.

 

 

Healing Management: Participation

 

Participation, in the context of management, refers to the involvement of employees in decision-making and problem-solving processes within the organization. This can take various forms, including employees providing input or ideas through suggestion programs or focus groups, working in teams to solve problems or develop solutions, and collaborating with management on the development and implementation of plans and policies.

 

The goal of participation is to empower employees and encourage them to take an active role in the success of the organization. By involving employees in the decision-making process, organizations can tap into the diverse knowledge, skills, and experiences of their workforce, which can lead to increased innovation, improved communication, and higher levels of employee engagement and satisfaction.

 

It's important to note that participation does not necessarily mean that employees have equal decision-making authority with management. While employees are encouraged to contribute and participate in the process, the ultimate authority for decision-making rests with the management team.

 

Effect: There are several potential effects of employee participation on an organization:

 

1. Increased innovation: When employees are actively involved in decision-making and problem-solving, they can bring fresh perspectives and ideas to the table, which can lead to increased innovation and improved processes and products.
2. Improved communication: Participation can help to improve communication within the organization by creating channels for employees to share their ideas and concerns with management.
3. Enhanced problem-solving: Employees who are actively involved in the decision-making process may be more invested in finding and implementing solutions to problems, which can lead to better outcomes.
4. Higher levels of employee engagement and satisfaction: When employees feel that their ideas and opinions are valued and that they have some level of control over their work environment, they are more likely to be engaged and satisfied with their jobs.
5. Better decision-making: By involving employees in the decision-making process, organizations can tap into the diverse knowledge, skills, and experiences of their workforce, which can lead to better decisions.

 

It's important to note that the effects of employee participation can vary depending on the specific nature of the participation, as well as the overall culture and management style of the organization.

 

Suggestion: There are several ways to increase participation within an organization:

 

1. Encourage open communication: Create an open and transparent communication culture where employees feel comfortable sharing their ideas and concerns with management.
2. Implement employee suggestion programs: Encourage employees to contribute their ideas and suggestions for improvements and innovations by implementing an employee suggestion program.
3. Use focus groups: Set up focus groups or other types of collaborative sessions to gather input and ideas from employees on specific issues or projects.
4. Involve employees in decision-making: Invite employees to participate in decision-making processes and give them a voice in determining policies and procedures that affect their work.
5. Foster teamwork: Encourage teamwork and collaboration by setting up cross-functional teams or task forces to work on specific projects or issues.
6. Provide opportunities for employee development: Offer training and development opportunities that help employees build the skills and knowledge they need to be more effective contributors.
7. Recognize and reward contributions: Show appreciation for employee participation and contributions by recognizing and rewarding employees who take an active role in the organization.

 

By implementing these strategies, organizations can create an environment where employees feel valued and motivated to participate and contribute to the success of the organization.

 

 

Healing Management: Transparency

 

 

Transparency refers to the degree to which an organization is open and honest in its communication and decision-making processes. A transparent organization is one that communicates openly and honestly with its stakeholders (employees, customers, shareholders, etc.), shares information freely and openly, and is willing to be held accountable for its actions.

 

Transparency is important for building trust and credibility with stakeholders and can lead to a number of benefits for the organization, including improved communication, increased accountability, and greater employee engagement and satisfaction.

 

To foster transparency within an organization, management can adopt practices such as open and honest communication, the sharing of information and data, and the implementation of processes for accountability and feedback. It's important to note that transparency is not the same as total openness and can involve striking a balance between the need for confidentiality and the need for openness and transparency.

 

Effect: There are several potential effects of transparency on an organization:

 

1. Improved communication: Transparency fosters open and honest communication, which can help to improve the flow of information and ideas within the organization.
2. Increased accountability: Transparency can help to increase accountability within the organization by making it clear to employees and stakeholders what is expected of them and how their actions are being evaluated.
3. Greater trust and credibility: By being transparent, organizations can build trust and credibility with their stakeholders, which can lead to improved relationships and increased loyalty.
4. Enhanced decision-making: Transparency can help to ensure that decision-making processes are fair and objective, which can lead to better decisions.
5. Higher levels of employee engagement and satisfaction: When employees feel that they have access to information and are involved in decision-making processes, they are more likely to be engaged and satisfied with their jobs.
6. Improved risk management: By being transparent about potential risks and challenges, organizations can be better prepared to handle and mitigate those risks.
7. Overall, transparency can have a positive impact on an organization by improving communication, increasing accountability, and building trust and credibility with stakeholders.

 

Suggestion: There are several ways to increase transparency within an organization:

 

1. Communicate openly and honestly: Encourage open and honest communication at all levels of the organization and make it clear that employees are expected to be open and honest in their communication with others.
2. Share information freely and openly: Make information and data available to employees and stakeholders in a timely and transparent manner.
3. Implement processes for accountability and feedback: Establish clear processes for accountability and feedback and ensure that employees and stakeholders have opportunities to provide input and feedback on decisions and actions.
4. Foster an open and inclusive culture: Encourage an open and inclusive culture that values diverse perspectives and encourages open dialogue and debate.
5. Be transparent about risks and challenges: Be open and transparent about potential risks and challenges facing the organization and involve employees and stakeholders in identifying and addressing those risks.

 

By implementing these strategies, organizations can create a culture of transparency that promotes open and honest communication, increased accountability, and greater trust and credibility with stakeholders.

 

 

Healing Management: Competency

 

 

Competency refers to the skills, knowledge, and abilities that are necessary for an individual to perform their job effectively. Competencies can include both technical skills, such as the ability to use specific software or equipment, and non-technical skills, such as problem-solving, communication, and leadership.

 

Competencies are often used as a way to assess and evaluate the performance of employees and identify areas for development and improvement. Some organizations use competency-based approaches to performance management, in which employees are evaluated against a set of predetermined competencies that are relevant to their role.

 

Competencies can be used to inform various aspects of talent management, including hiring, training and development, succession planning, and performance management. By identifying and focusing on key competencies, organizations can better align their workforce with their business goals and objectives.

 

Effect: There are several potential effects of competency on an organization:

 

1. Improved performance: By identifying and focusing on key competencies, organizations can ensure that employees have the skills and abilities they need to perform their jobs effectively, which can lead to improved performance.
2. Increased efficiency: When employees have the necessary competencies, they can complete tasks more efficiently and with fewer errors, which can lead to cost savings and increased productivity.
3. Enhanced problem-solving: By developing competencies such as problem-solving and critical thinking, organizations can improve their ability to identify and solve problems, leading to improved decision-making and increased innovation.
4. Greater adaptability: By building a workforce with a diverse range of competencies, organizations can be more agile and adaptable, which can be valuable in today's rapidly changing business environment.
5. Enhanced customer satisfaction: By developing competencies such as customer service and communication, organizations can improve their ability to meet the needs and expectations of customers, leading to increased satisfaction.
6. Improved retention: When employees feel that they are able to develop and use their skills and abilities within the organization, they are more likely to be engaged and satisfied with their jobs, which can lead to improved retention.

 

Overall, building competencies within an organization can have a positive impact on performance, efficiency, problem-solving, adaptability, customer satisfaction, and retention.

 

 

Suggestion: There are several ways to increase competency within an organization:

 

1. Identify key competencies: Conduct a needs assessment to identify the specific competencies that are most important for the organization and its employees to be successful.
2. Develop a competency-based training and development program: Use the identified competencies to design a training and development program that focuses on building the skills and abilities that are most relevant to the organization and its employees.
3. Use competencies to inform hiring decisions: Use the identified competencies to inform hiring decisions and ensure that new hires have the skills and abilities necessary to be successful in their roles.
4. Use competencies to inform performance management: Use the identified competencies to assess and evaluate the performance of employees and identify areas for development and improvement.
5. Encourage continuous learning and development: Encourage employees to continually develop their skills and abilities through training, professional development, and learning on the job.

 

By implementing these strategies, organizations can increase competency within the organization and ensure that employees have the skills and abilities they need to be successful in their roles.

 

 

Healing Management: Active Listening

 

 

Active listening is a communication technique that involves fully focusing on and engaging with the speaker, showing interest in what they are saying, and actively seeking to understand their perspective. It involves more than just hearing the words that are being said; it involves being present and engaged in the conversation and making an effort to understand the speaker's perspective.

 

Active listening is an important skill for managers to develop because it can help to improve communication and understanding within the organization. It can lead to better problem-solving, increased collaboration, and higher levels of employee engagement and satisfaction.

 

To practice active listening, managers can use techniques such as maintaining eye contact, paraphrasing and summarizing what has been said to ensure understanding, and asking open-ended questions to encourage the speaker to elaborate on their thoughts and feelings.

 

Effect: There are several potential effects of active listening on an organization:

 

1. Improved communication: Active listening can help to improve communication within the organization by fostering a culture of mutual understanding and respect.
2. Enhanced problem-solving: By actively listening to others and seeking to understand their perspective, managers can be better equipped to identify and solve problems, leading to improved decision-making and increased innovation.
3. Increased collaboration: Active listening can foster a sense of trust and collaboration within the organization, as employees feel that their ideas and opinions are valued and taken into consideration.
4. Higher levels of employee engagement and satisfaction: When employees feel that they are being listened to and their ideas are being considered, they are more likely to be engaged and satisfied with their jobs.
5. Improved conflict resolution: Active listening can help to reduce misunderstandings and conflicts by encouraging open and honest communication and helping to identify and address underlying issues.

Overall, active listening can have a positive impact on communication, problem-solving, collaboration, employee engagement and satisfaction, and conflict resolution within an organization.

 

Suggestion: There are several ways to foster active listening within an organization:

 

1. Encourage open and honest communication: Create an open and transparent communication culture that encourages employees to share their ideas and opinions.
2. Model active listening: Managers and leaders can model active listening by demonstrating the behavior themselves and setting a positive example for others to follow.
3. Provide training and development: Offer training and development opportunities that focus on active listening skills, such as communication, empathy, and questioning techniques.
4. Encourage the use of open-ended questions: Encourage managers and employees to ask open-ended questions that encourage the speaker to elaborate on their thoughts and feelings, rather than closed-ended questions that can lead to a yes/no response.
5. Use feedback and coaching: Provide feedback and coaching to employees on their active listening skills and offer guidance and support for improvement.

 

By implementing these strategies, organizations can foster a culture of active listening that promotes open and honest communication, improved understanding, and increased collaboration and engagement.

 

 

Healing Management: All Level People Development

 

All-level people development refers to a comprehensive approach to talent development that focuses on building the skills and abilities of people at all levels of the organization. This can include training and development programs for entry-level employees, as well as leadership development programs for senior leaders.

 

The goal of all-level people development is to ensure that all employees have the skills and abilities they need to be successful in their roles and to contribute to the overall success of the organization. It is based on the idea that investing in the development of all people, regardless of their level within the organization, can lead to improved performance, increased innovation, and higher levels of employee engagement and satisfaction.

 

To implement an all-level people development program, organizations can identify the specific skills and abilities that are needed to support the organization's goals and objectives and develop training and development programs that focus on building those skills. It's important to involve employees in the development process and to offer a range of development opportunities, including formal training, on-the-job learning, and mentorship and coaching.

 

Noel Tichy (1997, 1998) argues that organizations need to develop leaders at all levels of the organization, not just at the top, in order to sustain growth and success.

 

 

According to Tichy, all-level people development is crucial because it helps to build a pipeline of leaders who are able to take on increasingly responsible roles within the organization. By investing in the development of all employees, organizations can create a culture of continuous learning and improvement and ensure that they have a deep bench of talent to draw from when leadership positions become available.

 

Tichy emphasizes the importance of creating a leadership development culture within the organization, in which all employees are encouraged and supported in their efforts to develop their leadership skills. He argues that this can be achieved through a variety of methods, including on-the-job learning, mentorship and coaching, and formal leadership development programs.

 

 

Effect: There are several potential effects of all level people development on an organization. 

 

1. Improved performance: By investing in the development of all employees, organizations can ensure that they have a highly skilled and capable workforce, which can lead to improved performance and productivity.
2. Increased innovation: When employees are provided with opportunities to learn and grow, they may be more likely to bring fresh perspectives and ideas to the table, which can lead to increased innovation and improved processes and products.
3. Higher levels of employee engagement and satisfaction: When employees feel that their development is valued and supported by the organization, they are more likely to be engaged and satisfied with their jobs.
4. Enhanced succession planning: By building a pipeline of leaders at all levels of the organization, organizations can be better prepared to fill leadership positions when they become available, improving succession planning and reducing disruption.
5. Improved retention: When employees feel that they have opportunities for growth and development within the organization, they are more likely to stay with the company and be committed to its success.

 

Overall, all-level employee development can have a positive impact on performance, innovation, employee engagement and satisfaction, succession planning, and retention within an organization.

 

 

Suggestion: There are several ways to foster all-level employee development within an organization:

 

1. Identify development needs: Conduct a needs assessment to identify the specific skills and abilities that are needed to support the organization's goals and objectives.
2. Develop a comprehensive development program: Use the identified development needs to design a comprehensive development program that includes a range of learning and development opportunities, such as on-the-job learning, mentorship and coaching, and formal training.
3. Involve employees in the development process: Encourage employees to take an active role in their own development and involve them in the planning and design of development programs.
4. Offer a range of development opportunities: Provide a variety of development opportunities to meet the diverse needs and learning styles of employees at all levels of the organization.
5. Measure and evaluate the impact of development efforts: Regularly measure and evaluate the impact of development efforts to ensure that they are meeting the needs of the organization and its employees.

 

By implementing these strategies, organizations can create a culture of continuous learning and development that supports the growth and development of all employees.

 

 

Healing Management: Inclusion

 

 

Inclusion refers to the practice of creating a workplace culture that is welcoming and inclusive of people from all backgrounds and experiences. This can involve taking steps to eliminate discrimination and ensure that all employees feel valued and supported within the organization.

 

Inclusion is important because it can lead to a number of benefits for the organization, such as increased innovation, improved problem-solving, and higher levels of employee engagement and satisfaction. A diverse and inclusive workforce can also help organizations better reflect the communities and customers they serve, leading to improved relationships and increased competitiveness.

 

To foster inclusion within an organization, management can adopt practices such as implementing diversity and inclusion policies, providing training on unconscious bias and diversity and inclusion, and actively seeking out and recruiting a diverse workforce. It's important to recognize that inclusion is an ongoing process and requires ongoing effort and commitment from leadership and all employees.

 

Effect: There are several potential effects of inclusion on an organization:

 

1. Increased innovation: A diverse and inclusive workplace can foster a greater range of perspectives and ideas, leading to increased innovation and improved problem-solving.
2. Improved decision-making: When multiple perspectives and experiences are considered in decision-making processes, organizations are more likely to make better, more informed decisions.
3. Enhanced customer satisfaction: A diverse and inclusive workforce can better reflect the communities and customers that the organization serves, leading to improved relationships and increased customer satisfaction.
4. Higher levels of employee engagement and satisfaction: When employees feel that they are valued and supported within the organization, they are more likely to be engaged and satisfied with their jobs.
5. Improved retention: When employees feel that they are part of an inclusive and welcoming workplace, they are more likely to stay with the company and be committed to its success.
6. Increased competitiveness: A diverse and inclusive workforce can give organizations a competitive edge by enabling them to attract and retain top talent and better serve diverse markets.

 

Overall, inclusion can have a positive impact on innovation, decision-making, customer satisfaction, employee engagement and satisfaction, retention, and competitiveness within an organization.

 

 

Suggestion: There are several ways to foster inclusion within an organization:

 

1. Implement diversity and inclusion policies: Develop and communicate policies that outline the organization's commitment to diversity and inclusion and outline expectations for all employees.
2. Provide training on unconscious bias and diversity and inclusion: Offer training to all employees on unconscious bias and the importance of diversity and inclusion in the workplace.
3. Seek out and recruit a diverse workforce: Make a conscious effort to recruit a diverse workforce at all levels of the organization.
4. Encourage open and honest communication: Foster an open and transparent communication culture that encourages employees to share their ideas and perspectives.
5. Encourage employee engagement and participation: Involve employees in decision-making processes and encourage their participation in company initiatives and activities.
6. Hold leadership accountable: Hold leadership accountable for creating and maintaining a culture of inclusion within the organization.

 

By implementing these strategies, organizations can create an inclusive and welcoming workplace culture that values and supports diversity.

 

 

 

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Reference:

Peters, Thomas J. (1982; 2006). In search of excellence : lessons from America's best-run companies. New York :Harper & Row. 

Cohen, E., & Tichy, N. (1997). How leaders develop leaders. Training & Development, 51(5), 58-72.

Tichy, N. (1998). The leadership engine. Executive Excellence, 15(5), 15.

 

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