创新性的观念和解决方案也不会从这种唯唯诺诺中产生。它也会使董事会成员忘记自己所肩负的更宏观的责任，那就是促进社会良善，这也正是舒尔茨努力提倡的。对公司团队的认同会让我们无视《站在太阳之上》（Standing on the Sun）作者茱莉亚•科尔比和克里斯•梅尔所说的“竞争崇拜”，这会阻碍那种能产生真正创新的合作。
梅根•哈斯塔德在一篇名为《工作中太自我意味着灾难》（When 'being yourself' at work spells disaster.）的文章中用另外的方式指出了这一观点。哈斯塔德称，那些并未真正参与到任何企业的自由职业者拥有一个优势，那就是他们可以把精力集中于完成工作，不太容易受到公司政治的妨碍，或者为了努力去适应环境而心烦意乱。正如我们所知，努力适应公司在我们的职业生涯中是不可避免的一环。
With a disappointing June jobs report, news that U.S. manufacturing is slowing, and the stock market below levels of a decade ago, it's time to put on some fresh goggles and reevaluate our economic condition.
Certainly, Starbucks (SBUX) CEO Howard Schultz deserves applause for his persistent attempts to push the conversation on our economy and address our need for jobs. And Gary Hamel is right that bosses need to look in the mirror to deal with the sorry state of employee engagement today. Both of these problems are related: one a macro example, the other, on a smaller scale. And both have dragged on for a very long time.
To address these issues, we'll need to appeal to some upside-down thinking and consider solutions that fly in the face of conventional wisdom. And Tim Phillips, author of Talk Normaldelivers just that. Rather than discuss employee engagement in the usual way, or simply encourage it as many might, he pinpoints a major culprit of corporate malaise: when workers identify with their corporations.
That sounds a bit counter-intuitive. After all, it would seem to make sense that if you get people to identify with the company they work for, they would be more engaged, which should be a good thing, right? But far too many people hinge their identity and self-worth to the organizations they work for. Because of this, Phillips argues, many succumb to corporate pressure to fit in, their ideas are swallowed up by groupthink, and they are less inclined to blow the whistle when they should.
Creative ideas and solutions don't come from this kind of repetitive head-bobbing either. It also causes board members to forget their broader responsibilities to promoting social good (which Schultz is trying to correct). And identification with the corporate team can blind us to what Julia Kirby and Chris Meyer, co-authors of Standing on the Sun, call the "cult of competition," which prevents the kind of cooperation that produces real innovation.
Sure, the idea that identifying with your workplace may be problematic sounds paradoxical. But if we are serious about solving the kind of seemingly intractable problems that Schultz and Hamel have in their sights, board members and other business leaders are going to need to become comfortable with counter-intuitive ideas.
Megan Hustad pointed this out in a different way in an article titled "When 'being yourself' at work spells disaster." Freelancers who aren't identified at all with a specific firm have an advantage: they can focus on getting the job done, Hustad argues, and they are less hampered by the politics or distraction of fitting in that seems inevitable in corporate life as we've known it.
I think the best advice I have given any employee first came out when I was delivering a performance review at a financial services firm. It was not a 100% stellar review but it wasn't a bad one either. And attached to it was a good raise.
"This is just my opinion," I told him. "Sure, it may be somewhat filtered through others' views but it was massaged and has come out of my thinking. You may find it helpful -- but maybe it's not. In the final analysis, it doesn't matter at all what I wrote here. Ten years from now, you won't care and you shouldn't. What matters is what you think. Take the good from it that you can -- and please discard the rest. I am just one human, trying to be helpful."