Is 'Fun' the Answer to what Ails Us?

By Mark Dembo

So, it’s been declared that the recession is over – long over, in fact.  According to National Bureau of Economic Research, we officially emerged from the worst economic slump since the Great Depression in June of 2009. Shouldn’t that mean that our organizations should be humming along, brimming full of engaged, motivated and productive people?

A quick walk through the halls, cubicles, and shop floors of many companies these days would tell a far different story, not to mention the almost 10% of the US workforce that remains unemployed.

Robert Hall  of the NBER, quoted in The Wall Street Journal,  is quick to point out: “Many people ‘think recession means bad times, and there’s no question we’re [still] in bad times.’” 

The fact remains, that while economic growth has returned, those on the front lines of our organizations are still faced with having to do more with less, more pressure to perform, and ongoing anxiety that more cuts could loom on the horizon if Wall Street expectations aren’t met next quarter.

Many progressive organizations, looking to overcome this general workplace malaise, are turning to creating “fun” workplaces; tying into the theory that a happy worker is a productive worker. There’s certainly no doubt, and plenty of research to back up the theory that if we are happy we are likely to feel better about ourselves and about the work that we do. And if we feel good about ourselves and our work, we will be more engaged, and by extension be more productive. All great stuff!

But, this raises the question: does mandating “Fun” in the workplace have the desired effect, or does it just start looking like another forced corporate mandate? As Schumpeter writes in the Economist: “The most unpleasant thing about the fashion for fun is that it is mixed with a large dose of coercion.” (I can only imagine what the performance review discussion of someone who wasn’t having enough fun might look like….)

The “fun” movement is well-intentioned – at its heart it’s trying to create a more engaged workforce, but what it’s missing out on is addressing the bottom-line of what makes and keeps people engaged and motivated. Study after study show the levers of engagement include having meaningful work, feeling that one’s work is appreciated and having opportunities to develop new skills.  

So, why are these elements still lacking in so many organizations, while the move for fun is gaining steam?  Why, with so many companies offering pool tables, rock climbing walls, free lunches, and allowing employees to wear wacky costumes to work, are only “20% of workers…“fully engaged with their job”?

To create engaged workforces in today’s world we need to strike the right balance; yes, we may need to ask more of people, but we also need to help make the connection from the work they do to the meaning they can gain from it. As one reader commented in the Economist:  a “fun work environment is created by people who enjoy what they do, have a purpose and have what they need to be successful.”

No, there may not be as many opportunities for advancement in today’s flatter, leaner organizations, but we can be a catalyst to help people learn new skills and stretch in ways that will benefit the individual and the organization. We can listen better to the needs and concerns of our workforce. We can arm our leaders with the tools to help them coach, mentor, and develop their teams.   

At the end of the day, perhaps the way out of the malaise is what we’ve known all along: great leadership makes for great organizations.  

Mark Dembo is a manager for Development Dimensions International (DDI).

Comments

[Robin Moriates, MBA, MA]

Mark,

Great article, you're spot on! Having fun in the workplace by laughing and working with fellow co-workers in a co-operative and helpful way is more important now than ever.

Remember Herb Kelleher, former Chairman of Southwest Airlines? Herb gets it and is quoted as saying: "I think people should have fun at work. I think most of us enjoy fun, and why not at work as well as at play? We don’t expect employees to surrender their natural personality when they join Southwest Airlines. It’s not just about money, it’s also how they feel about what they're doing. We want people to be recognized, participated, diligent and creative."

[Mark Dembo]

Hi Sue -
Exactly! Some of the "fun" things can be nice perks, and can work in some environments, but when they become the solution for engagement it's missing the mark. Authenticity, as you mention is an important part of that; showing genuine caring, making the connection to what the business needs, and what the individual wants. And you're right - it's the direct supervisor that can have the most impact to influence how a team member feels about his/her work - most people don't quit their company, they quit their boss. Engagement also doesn't need to be about huge things - it's the small recognitions, reach-outs, and connections done with authenticity that can make a huge impact.

[Sue Melone]

Great post, Mark. Yes, nothing like "you WILL participate in this fun event we have crafted to improve how it is around here and you WILL like it." I think we have all seen piles of resources spent on toys, experiences, gift cards, etc. Great intentions, poor direction. If roughly 40% of team members leave their job because of their immediate supervisor, I doubt it is because they never connected over foosball. Engagement is something far bigger, deeper, and more authentic than discrete fun events. Leaders who get it and show up authentically in all the ways that create an engaged work space can change everything. What if we focused on creating that possibility?