Your Organization Probably Doesn't Want To Improve Things — Ludicity

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Last week, I had a fascinating conversation with a reader around frustration and unhappiness at work. Much of it was totally obvious to both of us, but it occurred to me that this probably isn't to everyone, which is why almost all of my colleagues (in very cushy, non-stressful jobs) nonetheless need therapy. And if it isn't obvious to everyone, it's worth writing about. I now believe that this stems from a failure to recognize the gap, frequently vast, between what is being said by a person and what is being felt, and how this discrepancy applies to organizations too. It was sparked by reference to a concept called the honne-tatemae divide, which are Japanese concepts related to the true feelings of an individual and the front they present in public. I don't actually know anything about the Japanese context beyond this one Wikipedia article, so this has been dropped entirely so that I seem worldly and to give us vocabulary less onerous than "what you really think" and "what you're for

Your Organization Probably Doesn't Want To Improve Things Published on October 8, 2023 Last week, I had a fascinating conversation with a reader around frustration and unhappiness at work. Much of it was totally obvious to both of us, but it occurred to me that this probably isn't to everyone, which is why almost all of my colleagues (in very cushy, non-stressful jobs) nonetheless need therapy. And if it isn't obvious to everyone, it's worth writing about. I now believe that this stems from a failure to recognize the gap, frequently vast, between what is being said by a person and what is bein

Your Organization Probably Doesn't Want To Improve Things — Ludicity

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