Generosity: The individual-driven, unlegislated happiness pill for the workplace

Generosity makes us happy and creates better workplaces. How does this work in a commercial world that seems to promote “what’s in it for me”?

What does it mean to give?

The adage states, and behavioural research supports, “it is better to give than to receive”, a point reiterated by Michael Norton above.  And yet to what extent is generosity practiced in our daily work lives?  Generosity, or a willingness to share unselfishly, often seems to be forgotten in our relationships of employment contracts and supplier-client agreements designed to maximise self-interest.

The Ted talk highlights how self-interest makes us less happy whereas generosity makes us happier people.  We also see this in the workplace.  For example, studies show that those who are generous have a better reputation from their peers than those who are not.  If you are in a complex environment, developing a culture of generosity reduces organisational noise, improves perceptions of other’s morality, and results in an overall positive environment.

I can also share from observation over the past 20 years that the opposite is true for organisations that see themselves as the dominant recipient in the relationship and argue over small percentages of project costs.  These organisations are more likely to bicker with each other over boardroom tables, scream expletive-laden tirades over the phone, and foster cultures of blame.  Greed exposes the underlying fear of loss, failure, or other insecurities that turn humans into objects.

If I stand back from the situation, I have to ask at what point the commercial mandate promotes treatment of others in a way we would not want to be treated ourselves.  I see companies selling more products, but they don’t seem to be having much fun.

It is up to the individual

Giving to receive seems a paradox in the commercial world, but I can attest to the value.  If a client asks for $100 worth of work and you give $110, you are likely to be rewarded with double and your value in the market will increase.  If you give $90, the transaction may cost you $150 to make up for skimping on service or quality, you will pay off “guilt debt” and “technology debt” well into the future, and your value in the market will decrease.

A caveat to generosity noted in the research is that there must be equity for it to be sustainable.  If favours are frequently performed and reciprocal favours are not received, even in the form of gratitude, there can be a resource deficit in the giver that hinders the ability of individuals to perform their jobs effectively.  Using my previous case study, if you give $110 for $100 job and the client continually demands $150, the relationship may not be sustainable without more rigid assurance contracts and expectation management.

Further driving the generosity paradox is that generosity cannot be legislated; it must come from the individual.  Perhaps contrary to the “unselfish” criteria, social exchange theory states that generosity promotes trust, which is the expectation of favour based on the character of the individual.  Assurance on the other hand is based on contractual agreements between two parties, eliminating the need for trust.  Giving based on contractual agreements, policy or role definition is not generosity; it is satisfying requirements.

The commercial market is positioned as a competition, with companies battling it out for the consumer dollar and an insatiable desire for profit being the common denominator.  Another battle is being raged within this context, that of generosity versus greed with our happiness being determined by the victor. Greed, profit and legislated assurances seem to have the power, placing individual-driven generosity at a seeming disadvantage.

I take hope, however, in the awareness that organisations are simply collections of individuals acting in their interests.  Thankfully research proves that generosity is in the individual’s interest.  In a disenfranchised world seeking happiness through any means possible, a culture of generosity in the profit-driven market can be a compelling and transforming force.

Generosity starts with the individual, which means me.  I write this as a refresher for myself as much as anything, and look forward to opportunities to be generous that come from this being top of mind.  I welcome your thoughts.  If you feel like being generous, please feel free to like and comment below. 🙂