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The CHO (Chief Happiness Officer) is one more futile attempt to deal with the myriad of symptoms created by restrictive and tropophobic organizational structures that give rise to toxic cultures.

Dealing with the symptoms is easy — and very profitable for the Big Four — but it will not cure the malady.

So, why do most organizations waste vast amounts of resources doing it?

For one main reason: Ignorance and/or Self-deceit.

Resilience, the darling of most management consultancy firms, is not a panacea. Resilience simply allows you to bounce back to a previous state. Hence, you have not made any progress. Yet, you hear all the time about it as if it were the ultimate accomplishment.

So, why settle for resilience when you can become Tropophilic?

Tropophilia allows your teams to be more efficient and productive, Tropophilia is not a consequence of “happiness” but the other way around, happiness is a consequence of Tropophilia.

Even organizations who have the best intentions to create and maintain employee happiness have learned that doing so is not an easy task. Actually, within restrictive and tropophobic structures, this is just impossible because these structures (i.e., bureaucracies) were deliberately designed to restrict human behavior, including happiness. These tropophobic structures were specifically designed for people to obey, not to think.

Old school ideas, along with some new ones, are pervasive but damaging and costly, e.g.:

“Keep Them Pleased — Wellness As Remuneration”

“Keep Them Moving — Permanent Flexibility”

“Keep them safe — psychological safety, purpose and an open, human culture”

“Keep Them Cared About”

All these efforts seem commendable but have not worked — and will not work — within restrictive and tropophobic structures.

All these efforts are counterproductive because employees know by now that nothing has really changed at the core, it’s all at the cosmetic level.

Does anyone really understand the intricacies of what makes up the canvas of human motivators/demotivators and how to change the core of an organizational structure?

Yes, some do, for instance Fred and Merrelyn Emery. It took them six decades to develop a process to transform restrictive and tropophobic structures into enhancive and tropohilic systems.

If you want to see sustainable results, you don’t need a Chief Happiness Officer for your team. All you need to do is transform your restrictive and tropophobic organizational structure into an enhancive and tropohilic system.

JC Wandemberg Ph.D.

President & Founder

Sustainable Systems International

About the author: Dr. Wandemberg is an international consultant and stocks trader, keynote speaker, published author, professor, and analyst of economic, environmental, social, managerial, marketing, and political issues. For the past 30 years Dr. Wandemberg has collaborated with corporations, communities, and organizations to integrate sustainability through self-transformation processes and Open Systems Design Principles, thus, catalyzing a Culture of Trust, Transparency, and Integrity.

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