Resolving the Paradox of both Productive and People-Centered

Although seemingly paradoxical, today’s leadership imperative is to become both more productive and more human centric, at the same time, to deliver change success and effective organizations. This article unpacks the paradox, reframes productivity, and provides concrete tactics for centering on humans to unlock potential, productivity, and outcomes.

Introduction

In today's business environment, leaders face a critical challenge: how to boost organizational productivity without sacrificing a focus on people. This article explores the intersection where operational efficiency meets human-centric leadership, a crucial balance for any organization aiming to thrive amid rapid technological change and shifting societal expectations.

We are at a pivotal moment where the drive for results must be blended with the nurturing of creativity, well-being, and interpersonal connections. The essence of this keynote is the conviction that productivity enhancements and a human-centric approach are not opposing goals but complementary facets of a successful organization.

This narrative draws on change management, organizational development, and practical experience to challenge traditional notions of success and to propose a more nuanced approach to organizational growth. It's structured to address three critical areas:

• Unpacking the Paradox: Examining the historical context and current realities of balancing efficiency with human-centric values.

• Reframing Productivity: Rethinking success metrics to encompass both tangible outputs and the intangible benefits of human contributions.

• Centering on Humans: Advocating for a strategic focus on individual well-being and engagement as central to driving change and achieving sustainable success.

The objective is to stimulate a dialogue among leaders and change agents, encouraging a reflective examination of their roles in sculpting a future where businesses don't just survive but flourish by being both insanely productive and deeply human. This journey is about fostering a culture where innovation is fueled by collaboration and where embracing change leads to growth and connection.

How could intentionally striving for “both more productive and more human centric” help us create more successful change and more effective organization?

You are invited to explore these themes with an open mind, prepared to reassess assumptions and discover new perspectives. Together, we have the chance to redefine what it means to work in environments where human-centric practices underpin productivity, creating organizations that reflect our highest aspirations for efficiency and humanity. Leaders that resolve the paradox will drive more successful change and more effective organizations.

Section 1: Unpacking the Paradox

Leaders frequently grapple with a persistent challenge: balancing the drive for operational efficiency with the imperative to remain people focused. This tension, while not new, remains critically relevant in the ever-evolving landscape of modern business.

Historically, businesses have struggled with prioritizing task-based efficiency and nurturing a people-centricity. Balancing productivity and human-centricity often encounters the "either/or" mindset challenge, implying a forced choice between operational efficiency and people-centered workplace values. This perspective fosters a "traded for" dynamic, where gains in one area create losses in the other. Organizations can also fall into a "back and forth" cycle where the focus is on improving productivity for a time, and then pivots back to a focus on people, with the pendulum swinging past a point of balance each time before swinging back. Such oscillation disrupts the establishment of a consistent organizational culture that is optimized for both performance and people.

However, viewing productivity and human-centricity as mutually exclusive is an example of false dichotomy thinking. They are not opposing forces to pick from, but mutual forces that complement one another. A "both/and" approach recognizes that fostering a supportive, engaging work environment can drive productivity. Investments in employee well-being can lead to a more motivated workforce, boosting innovation and efficiency. Similarly, inclusive decision-making can enhance organizational agility, benefiting both the company’s output and its cultural integrity.

Overcoming the challenge doesn’t demand more sacrifices, but rather a paradigm shift towards integrating productivity with human-centric values. This optimizes organizational effectiveness while cultivating a resilient culture capable of thriving in today’s complex business environment. Today’s environment – marked by rapid technological advancements, shifting workplace expectations, and re-imagined workplaces  – demands a nuanced understanding of this balance and paradox.

Back on April 2, 2014 – yes, 10 years ago – I exchanged several text messages with a thought partner and dear friend, Patrick McCreesh, where we used the label “re-humanization of the workplace” to describe many of the emerging and contemporary trends we saw gaining traction, underscored by a growing recognition of the importance of human interactions and experiences in shaping organizational outcomes. We had imagined a podcast –  with one episode exploring “design thinking” and another looking at “appreciative inquiry” – all through a lens of “re-humanization and the appreciation of the value of people.” This shift was not merely about “making the workplace great,” but about strategically addressing the needs of today's workforce and business environment.

Does a lens of “both more productive and more human- centric” help us make sense of contemporary challenges, opportunities, and trends?

To navigate this frontier, a broad framework must emphasize that productivity and human-centricity are not mutually exclusive, but mutually enhancing. The journey involves:

• Understanding Historical Shifts: Recognizing how past practices inform current challenges and opportunities for balancing productivity with a human-centric approach.

• Embracing a Re-Humanization Renaissance: Acknowledging the strategic imperative to infuse workplaces with more genuine human interactions and connections.

• Strategizing for the Future: Identifying actionable insights and interventions to harmonize efficiency with empathy and engagement.

The objective is not to choose between high performance and human-centric practices but to elevate the focus to optimizing them both, fostering an environment where employees are valued and productivity is enhanced by valuing of people. The shift from a linear perspective, where priorities are seen as competing, to a multidimensional framework embraces the coexistence and mutual reinforcement of productivity and human-centric values. It expands the solution set and invites strategies that cultivate efficiency alongside employee well-being, rather than pitting one against the other. This approach unlocks the potential for more holistic and innovative organizational growth.

Section 2: Reframing Productivity

In an era dominated by knowledge and service economies, traditional productivity metrics fall short. Success is no longer just about the volume of output but about the value of outcomes. This shift necessitates a reevaluation of how we define productivity, emphasizing human contributions that drive innovation and create meaningful experiences.

The economic evolution traces the shift from direct, tangible production to more abstract, interconnected creation of value. Initially, agricultural sectors created value by growing outputs – crops and livestock. The transition to an industrial sector was marked by value creation through making outputs, fabrication of the small and large goods. Next, as the service economy emerged, value creation came from doing activities. The emergence of the knowledge economy marked a pivot from doing to intellectual value derived from data, expertise, and knowing. Today's interaction economy centers on the value created by connecting through networks and relationships. This evolution – from agricultural growing to interaction connecting – also marks a movement from quantifiable and countable outputs to more qualitative outcomes, underscoring the increasing complexity and interconnectedness of value creation.

The evolution of economic value creation reflects a shift from emphasizing the quantity of outputs to the quality of outcomes relative, in particular relative to the “human” inputs and their unique contribution. In earlier economies like the agricultural and industrial, productivity was measured by the volume of goods produced per input, and humans contributed primarily time and motion. Modern economies, such as the knowledge and service economies, focus on the impact of intellectual capital and services, assessing productivity by the outcomes achieved for each unit of input. Humans play a fundamentally different relationship to outputs than to outcomes.

Productivity now hinges on the ability to innovate, solve complex problems, and foster connections, challenging leaders to look beyond historic productivity equations and simple quantitative metrics. A broader perspective is required that values creativity, collaboration, and the capacity to inspire. Key points include:

• Beyond Quantitative Measures: Recognizing that true productivity encompasses the quality of work and its impact on innovation and customer satisfaction.

• Valuing Human Contributions: Understanding that employee engagement and well-being are critical drivers of organizational success.

• A Call for Mindset Shift: Encouraging leaders to see employees as the core of the business, integral to creating value beyond mere outputs.

This redefinition of productivity is not just theoretical but practical, urging a reevaluation of how we measure success and the strategies we employ to achieve it. It's about recognizing the integral role of human insight and connection in driving progress and fostering a workplace culture that celebrates these elements. When reframing productivity from “total outputs / human inputs” to “total outcomes / human inputs,” our people become the lynchpin.

What if human-centering is actually the key to more productive change and more effective organizations?

In the next section, the focus shifts from redefining productivity to explicitly centering organizational strategies around human needs and values. This approach is not only essential for achieving sustainable success but also for ensuring that workplaces are more fulfilling for everyone involved.

Section 3: Centering on Humans

At the core of every successful organizational transformation is a focus on the people involved. Emphasizing human-centric practices enriches not just productivity but also the overall work experience. Organizations can place individuals at the forefront, ensuring that operational efficiency and innovation are matched with empathy, connection, and respect. Strategic focus areas to achieve this include:

• Centering on Our People: Cultivate an environment that prioritizes employee wellness and engagement. Recognize that individuals are not just workers but the heart of the organization, whose well-being directly influences overall performance and innovation.

• Centering on Our Customers: Extend the human-centric approach to interactions with customers, ensuring that services and products not only meet their needs but also enrich their experiences with the brand. Genuine engagement with customers strengthens loyalty and drives business growth.

• Centering on Our Neighbors: Acknowledge the organization's role in the broader community. Through sustainable practices, philanthropy, and ethical business operations, companies can make a positive impact that transcends the bottom line. Organizations need health communities in which to operate.

The transition to a human-centered strategy requires a shift in perspective, viewing change not merely as an operational necessity but as an opportunity to enhance the human dimension of work. This involves integrating empathy, collaboration, and inclusivity into the very fabric of change initiatives.

By adopting these principles, leaders can create a culture where innovation and efficiency are driven by a deep commitment to the well-being of every individual involved. This not only fosters a more resilient and adaptable organization but also aligns business practices with the values of transparency, fairness, and mutual respect.

Conclusion

As we conclude our exploration of optimizing both productivity and human-centricity, the interconnectedness of these concepts becomes evident. Our journey through unpacking the paradox and opportunity for optimization, reframing productivity, and prioritizing human-centric strategies on multiple fronts illustrates a path forward that is both inspirational and practical. It compels us to reevaluate our definitions of success and the methodologies we employ in achieving it.

The key takeaway is a simple yet profound question: "What steps can we take today to enhance both productivity and human-centricity in our workplaces?" This inquiry isn't just theoretical; it demands action and reflection from us all. It challenges leaders to reassess their strategies, processes, and culture, ensuring they align with a vision of the workplace that values efficiency and human dignity equally. It requires change agents to effectively navigate the challenges of delivering effectively designed solutions while ensuring employees effectively adopt and adapt to the change.

Embracing this dual focus requires ongoing commitment to learning, adaptation, and innovation. It involves scrutinizing policies and procedures through a lens that takes into account operational needs with the human experience. It requires investment in the capabilities, tools, and systems to deliver outcome-oriented measurements. Such an approach not only boosts performance but also enriches the work life of every team member, creating a more engaging and supportive environment.

Change management emerges as a crucial tool in this process, offering frameworks and strategies to navigate the complexities of modern business with empathy, integrity, and foresight. As leaders, our role is to guide our organizations through these challenges, building futures where productivity and human values not only coexist but are mutually reinforcing.

Let's approach this challenge with enthusiasm and determination, recognizing that in the synergy of productivity and human-centricity lies the potential to unlock our organizations' full capabilities. By committing to this optimization, we create workplaces that are not only high-performing but also meaningful and resilient, reflecting the best of what we can achieve together. The journey toward harmonizing productivity with human-centricity is continuous, demanding mindfulness, compassion, and courage from all involved. Together, we can ensure our organizations are places where everyone has the opportunity to thrive, contribute, and find fulfillment. This is our collective mission, and it is well within our reach.

Author's note: this article is an AI-assisted synopsis, extracted from the slide deck of my recent keynote with a good bit of coaching, to see if I could turn a set of slides into an article with generative AI.

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Tim Creasey, Chief Innovation Officer at Prosci, is a researcher and thought leader on managing the people side of change. His work forms the foundation of the largest body of knowledge in the world on change management. He has spoken to hundreds of thousands of people across the globe, helping them to see how successful change is unlockable when we prepare, equip, and support people through change.