In this episode of Meaningful Work Matters, Andrew sat down with Marjo Lips-Wiersma, New Zealand-based academic whose work centers on ethics, meaningful work, and sustainability.
Currently a full Professor of Ethics and Sustainability at the Auckland University of Technology, New Zealand, Lips-Wiersma has studied the intersection of meaningful work, hope, and sustainability for decades. She is also the co-director of Map of Meaning International, a non-profit organization and global community dedicated to deepening the understanding of meaning.
Meaning in the Workplace
Lips-Wiersma delineates four primary dimensions of meaning in the workplace, each encompassing a diverse array of experiences and needs. These dimensions include:
Contribution to others
Expression of personal potential
Cultivation of quality relationships
Integrity or authenticity
All of these intersect and influence individuals' perceptions of meaning within their professional lives.
Meaningful work is difficult to discuss in workplace settings despite how much the two overlap.
Lips-Wiersma identifies several reasons why discussing meaningful work is challenging, including the discomfort of uncertainty, the pressure to have definitive answers, and the perception that meaningful work discussions lack boundaries.
However, Lips-Wiersma also suggests that the uncertainty inherent in exploring meaning conflicts with workplace norms that prioritize certainty and productivity. She argues that ignoring discussions of meaning overlooks a fundamental aspect of human experience and perpetuates a narrow understanding of work.
Handling Workplace Complaints
Workplace complaints are often a catalyst for deeper discussions about how employees are interacting with their environment. Leadership should always pay attention to these grievances, as they indicate a misalignment between organizational values and individual integrity, prompting individuals to seek resolution and alignment with their personal sense of purpose.
Lips-Wiersma advocates for a proactive and constructive approach to addressing complaints, emphasizing the importance of listening to employees' concerns and collaboratively identifying solutions. She suggests reframing complaints as opportunities for meaningful dialogue and problem-solving rather than viewing them solely as negative feedback. She also underscores the significance of ongoing engagement and dialogue within organizations to cultivate a culture of openness, trust, and accountability.
Implications For Organizational Success
The workplace is full of opportunities for meaningful growth and collaboration, but often, there is also a tension between ambitious organizational goals and the pragmatic realities of day-to-day operations.
Lips-Wiersma expands on this idea by using examples from sustainability-focused companies like Interface Carpet, illustrating how organizations can articulate bold visions while implementing practical steps toward achieving them.
She emphasizes the need for meaningful action aligned with organizational values, highlighting the role of leadership in fostering a sense of purpose and direction among employees. Furthermore, Lips-Wiersma encourages leadership to ensure that discussions about meaning in the workplace are grounded in both inspiration and reality, highlighting the interconnectedness of hope and pragmatism in shaping an individual’s sense of purpose and fulfillment at work.
Map of Meaning
The Map of Meaning
The "map of meaning” is a tool co-created by Lips-Wiersma to help organizations talk about and create meaningful work.
In short, the tool is used to externalize and visualize the diverse dimensions of meaning within organizations. It serves as a shared framework for individuals and teams to articulate their personal beliefs, values, and goals collectively. Unlike a management tool or a predefined template, the map of meaning does not dictate what is meaningful but rather facilitates self-expression and reflection.
Individuals are encouraged to fill in the map with their own words and experiences, allowing for personalization and authenticity. By placing the map in a visible location within the organization, such as on walls, individuals are prompted to engage in conversations about meaning, thereby fostering a culture of openness and dialogue.
The map of meaning helps individuals recognize commonalities and differences in their interpretations of meaning, promoting understanding and empathy among team members. It also allows for identifying imbalances in how time and resources are allocated, highlighting areas where meaning may be lacking or in excess.
Final Thoughts
Managing meaningful work can be complicated, especially because it often extends beyond individual fulfillment to encompass broader societal and environmental goals. Sometimes, this means that the pursuit of meaningful work may be at odds with the company's more basic operational goals.
However, when those two processes are integrated successfully, the result can be transformative for both the individual and the company. Using the map of meaning, anyone can create discussions around meaningful work for themselves and others.
Lips-Wiersma also points out the success of the map of meaning throughout many different organizations, not just traditional companies. The tool has been used in prisons, community gardens, schools, charities, and more. Learning to ask the questions presented within the map of meaning will provide value to any person or organization willing to use them.