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There is a huge difference between feelings and emotions. Feelings are the inputs received by the brain from the environment and are usually sustained. Emotions are the immediate, usually temporary, and “irrational” outputs.

The driving forces behind human behavior are emotions*. The emotion behind every entrepreneur, when envisioning a dream or big idea, has been the spark fueling the engine of progress and development throughout human history.

Emotions arise from the chemicals released by the brain. These can be dopamine, oxytocin or serotonin, for positive emotions (e.g., love, pleasure), and adrenaline and cortisol for negative emotions (e.g., anger, fear). Emotions are hardwired to our brain allowing us to react immediately and “irrationally” when the raw feeling is received by the brain as a survival mechanism. Once the feeling has been processed by the brain, the emotion may be subjected to rational behavior. Hence, the importance of the so-called “Emotional Intelligence” which, in fact, is part of critical thinking.

However, to expect everyone to think critically or to have high emotional intelligence is much harder than creating an organizational environment that conveys positive emotions to all those within them, allowing the emergence of positive feelings thus creating a culture of trust, respect, and integrity.

This is what building beautifully tropophilic organizations is all about!

By creating organizational environments based on moral authority and conducive to ideal-seeking behavior, in addition to harnessing the tropophilic or antifragile properties, organizations further develop the power of synergy, empathy, good will, and moral authority. In other words, when a manager or CEO does something beyond any associate’s expectations, especially if it is “unnecessary” and unexpected, such as an out-of-the-blue bonus, it consolidates a sense of commitment, reciprocity, intimacy, and empathy within the entire organization.

There is a “magical” feeling of well-being within the organization and coming to work every day is something to look forward to. The infamous TGIF! (a typical pathology of restrictive organizations) becomes TGIM! (Thank God it’s Monday!).

Our ever-faster speed of living requires a radical humanization of the workplace based on high values and Moral Authority.

Organizations must abandon the command-and-control, mechanistically-Taylorized bureaucratic structures, and develop an organically-designed structure based on Open Systems Design Principles (OSDP).

Despite our appetite for A.I., meta-algorithms, deep learning, and automation — or precisely because of it — , we are fast moving towards what has been called “Black Swan Domain.” In this domain, the impact of a highly improbable event is very profound. Because these type of events cannot be known, let alone predicted, our sense or need of a higher purpose (other than just surviving) seems to be growing and intensifying along with our desire for beauty, intimacy, humanity. This sense of a higher purpose is clearly evident in Millennials.

Companies that embrace an organically-designed structure based on OSDP and Moral Authority position themselves as global leaders because the synergies generated on a daily basis are unstoppable.

In Tropophilic organizations, every day is day 1, and something to look forward to, a new opportunity to progress. This is what millennials don’t find in most workplaces because Tropophilic organizations are still very rare!

One such company is GORE, funded 55 years ago when no one knew about organizational design principles. GORE’s culture embodies OSDP as W.L. Gore explains:

“We’re more than employees; we’re trusted stewards of our business. Each of us makes commitments that help drive the business, and we work together in our organisation structure. In this structure, we collaborate and build connections without the constraints of traditional chains of command — giving us the freedom to encourage and support each other’s growth and development. It’s an environment in which highly motivated people thrive and where we are able to bring our unique talents and diverse perspectives to problem-solve and collectively get our work done

At GORE, reliability is built by redundancy of functions, as opposed to redundancy of parts, typical of restrictive and tropophobic bureaucracies.

The results? Well, for the 20th consecutive year, W. L. Gore & Associates is among the Fortune 100 Best Companies to Work For®, making the company one of just 12 Great Place to Work Legends™ that have appeared in every edition of the rankings since the list began in 1998!

To the Health & Emergence of the Best Emotions in Your Organization!

*The realm of emotions is extremely complex and still very little understood. Will somebody’s treasure be somebody’s trash and vice-versa for as long as we remain human? I hope so. Until then, Hedonic Tone will remain as the most powerful driving force behind most decision-making processes.

JC Wandemberg Ph.D.

President & Founder

Sustainable Systems International

About the author: Dr. Wandemberg is an international consultant, stocks trader, 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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