Google recently issued new guidelines that instructed all employees to, “avoid conversations that are disruptive to the workplace or free-ranging discussions about non-work related topics e.g. politics, to do the work they’ve been hired to do and for managers to address discussions that violate these rules”. This directive challenges their innate ‘disruptive’ model.
This move from Google could impact the workplace of the future as other’s look to them to set the agenda. Recognised expert in change leadership and pioneer of workplace wellness, Simon Rountree, has penned the consequences that this decision will lead to.
Google was born out of disruption when in the late 1990’s it founders created a new search engine and subsequently went on to turn it into a multinational technology company. Over time it has consistently been a player known for challenging the status quo, being open to explore new ideas and concepts and one that cared for its people with a variety of work place incentives. So, it was with great surprise that I read Googles directive through an all staff memo to “Avoid conversations that are disruptive to the workplace or otherwise violate Google’s workplace policies. Managers are expected to address discussions that violate those rules.” And “ ….. do the work we’ve each been hired to do, not to spend working time on debates about non-work topics.”
The beliefs, trust and freedom that Google played on for so long to give its workforce the liberty to challenge, question and consider all alternatives seems to have been pushed aside with a move to curtail this methodology to one that has greater control over how its workforce will think. In an about face Google seem to be moving from a perspective of encouraging open discussion, debate and the diversity that comes from that to one that we want you to only think in on e way and alternate discussions and debates will not be tolerated.
My view is that the heavy handiness of this directive clearly establishes that Google has shifted its focus from its people driving the business and constantly challenging itself to the business now drives its direction and any challenging must be silenced. Further to this the directive to not spend any time talking about “non-work topics” creates a robotic atmosphere that is cold, disheartening and lacks a level of emotional connection that supports creative and innovative workplaces.
The impact of this goes far beyond the words written in the Google memo and hits right at the heart of what engages employees to the businesses they work for – and that is trust. The workplace is full of psychological agreements that are aligned with certain behaviours and expectations. This psychological agreement creates and equilibrium of trust, commitment and freedom that you are comfortable to operate and participate in. Any change to this agreement changes the previously agreed expectations and freedoms and therefore the equilibrium in which you are comfortable in. Or in other words when the trust is broken it creates an environment which detaches the workforce from the workplace.
For example, Google for many years had established a certain set of principles, values, beliefs and expectations that encouraged challenging and disruptive thinking whilst encouraging interests in other areas outside of Googles remit. In return its workforce felt empowered, trusted and engaged to operate within those guidelines. By changing these guidelines to no longer support disruptive or challenging thinking and only have staff discuss Google related work they have broken the psychological contract and therefore the trust it had established with its workforce.
Managing a company of 100,000 employees is no easy task but maintaining trust is a crucial ingredient in the overall health and wellbeing of an organisation. A strong sense of trust lead to benefits such as increased productivity, improved moral, greater teamwork, reduced turnover, quicker decision making and workplace confidence.
The wellbeing of a business can be measured in the level of trust that radiates from the workforce. People need to be able to connect with one another, to be listened to and to trust. Without this the wellbeing of the workforce and business both suffers.
Trust builds the bridge between the business need for results and the human need for connection. For a company that thrived on the wellbeing of trust with its workforce it now seems that the only trust Google requires is the one it dictates.
