What’s so special about the privilege of staying at home and telecommuting? Truth is there may be a problem there. There is a deep, pervasive need to connect with others on a daily basis. Working at home may be convenient in terms of comfort and flexibility, but it doesn’t do much for feeling connected with others in the flesh. There’s something about the structure of traveling to a place where there are others to share a workspace, and interact on a social basis, that is highly meaningful. That awareness in itself gives you a leg up on making your work more meaningful and enjoyable.
An additional factor in happiness at work has to do with the battle against routine. The old Hawthorne studies done at the Western Electric Company in Cicero, Illinois, in the 1920s gave birth to what’s become known as the Hawthorne effect: it’s not the types of changes in the work environment that bring about increases in productivity but rather the actual process of change itself. For example, if you increase lighting or decrease lighting, productivity will increase, at least for a while. It’s not the degree of lighting that makes the difference. What really brings about the rise in productivity is the attention that comes with change – any change. The social factor of receiving more attention far outweighs any physical factors.
The most outstanding factor is that sense of belonging. Meaning comes from feeling that we play an important role in the mission of the organization. That meaning comes from around us – our bosses and co-workers. If we feel they value our contribution, then the meaning is assured. How does the boss communicate that? Typically, in the form of accurate and supportive reviews, occasional notes of appreciation for jobs well done, public comments in appreciation of our efforts. At a more subtle level, there are private comments or mention in a memo going off to a third party.
Feedback from co-workers is much more complex. Issues of competition, jealousy, the sociology of small group spinoffs, and so forth, are always in the air. What filters through all this grapevine of feedback ends up feeling either positive or negative; there’s little middle ground. For the most part, we can expect a positive feeling if we’re doing our job and not hurting anyone in the process. Personality differences being what they are, it’s not unusual for an individual or group to begin to form an opinion about someone in particular who may call attention to him- or herself, sometimes for no bad reason, for example, by being particularly good-looking or harder working than most.
That’s where the “best friend at work” dynamic plays a significant role. A good friend will keep you informed of any incipient rumors that may harm you, keep you abreast of the latest political changes that might affect you, and listen to your version of inadvertent conflicts in which you may be a part. That best friend is like an insurance policy against being socially ostracized. It’s a protective bumper in your career arc as you come up against unexpected challenges.
David Nour is a social networking strategist and one of the foremost thought leaders on the quantifiable value of business relationships. In a global economy that is becoming increasingly disconnected, David and his team are solving global client challenges with Strategic Relationship Planning™ and Enterprise Social Networking best practices. http://www.relationshipeconomics.net