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journey of meaning at work, The

Group Facilitation, Spring 2003 by Epps, John

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People take great delight in talking about their work with people who understand what they're talking about and who share the same attraction for it The gathering of people engaged in similar pursuits is itself a source of meaning, far more so than any particular presentation made at those gatherings. As facilitators, we do not need to learn the language of our clients, but we do need to recognize and call attention to the fact that it is unique and valuable. Showing appreciation for it may be sufficient to give honor and meaning to those using the unique language. Certain styles of dress tend to mark particular professions, and donning the professional "uniform" provides a sense of belonging to a special fraternity or sorority. Nurses, doctors, yachtsmen, lawyers, security guards, clergy, business people virtually any profession has a unique style of dress that members adopt.

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The dress and the language heighten a sense of belonging, and the professional finds delight in the "chemistry" among people of the same profession. Even when people disagree totally about issues, their tensions seem more within the "family" and are incomprehensible to outsiders.

An organization that wants to capitalize on this access to meaning can provide uniforms or special forms of dress or identification for the different professions in them. Another company might lump people together as one within the organization. Whether the emphasis is placed on the organization or on the profession within the organization, a distinctive dress code can disclose meaning. Facilitators can suggest to clients the option of considering unique dress patterns. It can also be useful to provide places for informal discussions among people carrying out similar functions. For example, as facilitators we might have occasion to recommend a space for "sharing approaches that work" to clients.

a The Future

Regarding the future and purpose, facilitators can assist organizations to develop their statements of mission and purpose. According to research by Collins and Pon-as, it doesn't matter so much what that purpose is, so long as it's clear and is followed vigorously. Philip Morris, for example, is cited as a company whose purpose is to promote freedom of choice (to smoke or not to smoke?). Presumably, people devoted to freedom of choice would find work at Philip Morris meaningful. I personally find it less so since the avenue of choice they seem to be promoting is the rampant spread of carcinogens. Perhaps that's the prejudice of an ex-smoker.

It would seem more desirable and effective to delineate a nobler purpose, one that lets people sense their contribution to society. If care is a defining characteristic of human beings, then mission statements that tap into that care would be desirable. Few organizations would find this difficult; by far the majority of organizations do in fact contribute positively to civilization or they would not last. It's a matter of inquiring into what contribution the organization makes, what human need it serves, what difficulty it addresses. Boeing, for example, might state its mission as providing the means for people to get together, rather than "pushing the edge of aviation technology." But, as this example shows, people are different, and it may be that engineers need the hard challenge of staying on the edge rather than the "softer" one of bettering human life. In any case, these purposes aren't exclusive. As facilitators, we can assist our clients to develop a purposeful mission statement that has the potential to inspire members of the organization.

journey of meaning at work, The

Group Facilitation, Spring 2003 by Epps, John

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