Margaret Heffernan: Why it's time to forget the pecking order at work

An Evolutionary Biologist's Experiment with Chickens

In this section, the speaker discusses an experiment conducted by evolutionary biologist William Muir at Purdue University. The experiment aimed to understand productivity in chickens and its implications.

The Experiment Design

• Muir selected an average flock of chickens and left them alone for six generations.

• He also created a second group called "superchickens" consisting of individually most productive chickens.

• Each generation, only the most productive chickens were selected for breeding in the superchicken group.

Results of the Experiment

• After six generations, the average group of chickens was doing well, with increased egg production.

• However, in the superchicken group, all but three chickens were dead due to aggression and pecking each other to death.

• The individually productive chickens achieved success by suppressing the productivity of others.

Implications for Organizations and Societies

This section explores how the experiment's findings relate to organizations and societies.

Relevance to Organizations and Societies

• The speaker shares that when discussing this experiment in various organizations and companies, people instantly recognize its relevance.

• Many individuals relate to having "superflocks" within their own companies or countries where certain individuals dominate at the expense of others.

Challenging Traditional Notions of Success

• The speaker challenges the traditional notion that success is achieved through competition and individual achievement.

• They express a lack of motivation from hierarchical structures based on pecking orders or superstars.

Characteristics of Successful Groups

This section discusses research conducted by a team at MIT on successful groups and their characteristics.

MIT Research on Group Success

• MIT researchers brought in volunteers and formed groups to solve difficult problems.

• Some groups were more successful than others, and the researchers identified three key characteristics of successful groups.

Characteristics of Successful Groups

• Successful groups demonstrated high social sensitivity to each other, measured by empathy tests.

• They gave equal time and opportunity for participation to all members, avoiding dominance or passivity.

• The presence of more women in the groups was associated with higher success, possibly due to diverse perspectives or higher empathy levels.

Importance of Social Connectedness

This section emphasizes the significance of social connectedness within groups and its impact on productivity.

The Role of Social Connectedness

• The speaker highlights that what happens between people in a group is crucial because highly attuned and sensitive groups foster idea flow and growth.

• In such groups, individuals do not get stuck or waste energy on unproductive paths.

Real-world Example: Arup Engineering Firm

• The speaker mentions Arup, a successful engineering firm commissioned to build the equestrian center for the Beijing Olympics.

• To address a unique challenge related to accommodating jet-lagged horses, an engineer sought help from someone with relevant expertise rather than relying solely on their own knowledge.

Conclusion: Rethinking Work and Life

This section concludes by emphasizing the need for a better way to work and live based on social connectedness rather than hierarchical structures.

Reconsidering Success Models

• The speaker criticizes the prevalent superchicken model where resources and power are concentrated among a few individuals.

• They argue that if suppressing others' productivity is necessary for individual success, alternative approaches are needed.

Key Factors for Success

• The research findings suggest that social sensitivity, equal participation, and diversity contribute to group success.

• By fostering social connectedness within organizations and societies, a richer way of working and living can be achieved.

Helpfulness and Social Capital in Successful Teams

In this section, the speaker discusses the importance of helpfulness and social capital in successful teams. They emphasize that helpfulness is core to successful teams and often outperforms individual intelligence. The speaker shares examples of how companies foster helpfulness by encouraging employees to get to know each other.

The Importance of Helpfulness

• Helpfulness is crucial for successful teams.

• It outperforms individual intelligence.

• SAP believes any question can be answered within 17 minutes through helpfulness.

Getting to Know Each Other

• Helpful environments are created when people get to know each other.

• Lack of familiarity can hinder team performance.

• Investing time in getting to know each other leads to real momentum.

Building Social Capital

• Social capital refers to reliance and interdependency that builds trust.

• Companies with strong social capital have more momentum and resilience.

• Time is essential for developing social capital and trust within teams.

The Value of Social Capital

• Synchronizing coffee breaks at a company led to increased profits and employee satisfaction due to improved communication.

• Working collaboratively does not mean being chummy or allowing slackers; it requires scratchy individuals who think independently but contribute generously.

• Conflict arises because candor is safe, leading to better ideas through collaboration.

Stars vs. Collaborators

• Talent and creativity should be viewed in terms of collaboration rather than individual stardom.

• Producers of hit albums prioritize outstanding collaborators over short-lived superstars.

• Companies renowned for ingenuity focus on the collective contributions of all employees rather than individual stars.

Embracing Collaboration

• To maximize potential, individuals should stop trying to be "superchickens" and embrace collaboration.

• Rivalry should be replaced by social capital in management practices.

The transcript provided is already in English, so there is no need for translation.

Fostering Motivation and Redefining Leadership

The traditional perception of leadership as a solitary heroic role is being challenged. Instead, leadership should be seen as creating conditions for collective thinking and motivation.

Redefining Leadership

• Leaders were traditionally expected to solve complex problems alone.

• Leadership should be redefined as an activity that enables everyone to contribute their courageous thinking together.

• This new approach to leadership has been proven effective.

Overcoming Challenges through Teamwork

The example of the Montreal Protocol demonstrates how teamwork can overcome immense challenges.

Phasing out CFCs

• The Montreal Protocol called for the phasing out of chlorofluorocarbons (CFCs) due to their impact on the ozone layer.

• Finding a substitute for CFCs seemed uncertain and risky.

Key Principles for Success

• A team tackling the challenge adopted three key principles:

• No stars in the team; everyone's perspective is valuable.

• Strive for the best imaginable standard.

• Minimize disruptive power dynamics by giving autonomy to the team.

Successful Outcome

• By adhering to these principles, the team was able to solve the problem ahead of other companies.

• The Montreal Protocol stands as one of the most successful international environmental agreements implemented.

Embracing Collective Effort for Problem Solving

Expecting a few exceptional individuals to solve all problems is not realistic. It is essential to recognize and value contributions from everyone in order to unleash energy, imagination, and momentum needed for solutions.

Liberating Energy and Imagination

• There is a lot at stake in solving current problems.

• Relying solely on a few exceptional individuals will not lead to solutions.

• Embracing the value of every individual's contribution is crucial for unlocking energy, imagination, and momentum.