Building Subsidiarity and Solidarity in Organizational Culture
Explore the concept of subsidiarity in organizational culture through respecting personal dignity, recognizing individual gifts, and fostering a sense of community. Joining subsidiarity with solidarity creates a framework for institutionalizing values that prioritize human well-being and effective decision-making.
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Presentation Transcript
Respect in Action Building Subsidiarity in the Culture of the Organization EoC Conference June 10, 2016
I. Seeing: Locating Subsidiarity at Work Good Goods: making goods which are truly good and providing services which truly serve; Good Work: organizing work so that coworkers develop their gifts and talents; and Good Goods Good Work Good Wealth Good Wealth: creating sustainable wealth and distributing it justly.
Gallup Survey: Engaged/Disengaged 29% 29% 55% 55% 16% 16% Actively Disengaged Disengaged Actively Engaged Engaged Not Not Engaged Engaged
Three Voices on Bad Work A Pope: For dead matter leaves the factory ennobled and transformed, while men are corrupted and degraded (Pius XI, 1931). An Engineer: If engineers could think of people as if they were robots, they would give them more human work to do (Howard H. Rosenbrock, 1981). A CEO: We must as leaders embrace the principle of subsidiarity. It is wrong to steal a person s right or ability to make a decision. (Bill Pollard, ServiceMaster, 1996).
II. Judging: Deeper RootsLogic of Gift Subsidiarity respects personal dignity by recognizing in the person a subject who is always capable of giving something to others (Benedict XVI).
Logic of Solidarity: Joining Subsidiarity with Solidarity PATERNALISM/ CENTRALIZATION COMMUNITYOF PERSONS S O L I D A R I T Y LOW HIGH ENTITLEMENT/ LOCALISM COLLECTIONOF INDIVIDUALS S U B S I D I A R I T Y HIGH LOW Subsidiarity: A perspective of gift recognition Solidarity: A perspective of gift coordination
III. Acting: Institutionalizing Subsidiarity at Work Person Centered Job Design: Define the work as broadly as possible drawing upon the gifts of Co-Workers. Developing People: Those closest to the work often know the most about the work, especially when educated and equipped. Building a Community of Persons: To take upon oneself, in full trust, the risks of the lower level s decisions.
Assessing/Measuring Subsidiarity Metrics Higher Employee Engagement and Customer Satisfaction Robust Education/ training budgets Numerous Internal Promotions Lower Turnover High Level of Safety Less Absenteeism Few Quality Defects
Tensions in Shaping a Culture of Subsidiarity Trust and Accountability: Give as much individual responsibility as possible and as much administrative support as necessary. Standardization and Innovation: Ensure as much initiative and innovation as possible and make as many standards as necessary. Decentralization and Centralization: Move decision-making to the lowest level possible and to the highest level necessary.
Final Thought Logic of Gift and Subsidiarity Leadership He [Peter Maurin] did not begin by tearing down, or by painting so intense a picture of misery and injustice that you burned to change the world. Instead he aroused in you a sense of your own capacities for work, for accomplishment. He made you feel that you and all (people) had great and generous hearts with which to love God. If you once recognized this fact in yourself you would expect and find it in others . . . Dorothy Day
Discussion Subsidiarity, Solidarity and Good Work What grade would you give EoC on implementing the full meaning of Subsidiarity into the organization? 1. General: How does your organization encourage associates to bring their gifts and talents to the organization? What challenges make it difficult to build a culture of subsidiarity? Systems: What current policies, programs, processes or practices foster subsidiarity? Inhibit subsidiarity? Communications: How could EoC better promote subsidiarity in its communications, via content, frequency, tone/language? Inner Life: How can I lead in ways that better promote subsidiarity? What inner qualities and dispositions must I cultivate to better practice this type of leadership? 2. 3. 4.
Engagement Statements My work is meaningful. My work makes good use of my skills and abilities. I have a say in how work is performed within my workplace. I have opportunities to influence policies and decisions that affect my work. I am given opportunities for ongoing education and professional development. I have the resources I need to do my job well.
