“An injury is not just a process of recovery; it’s a process of discovery.” - Conor McGregor
You do not have to search far to see how COVID-19 had severely injured countless organizations and industries. Forbes regularly updated their Coronavirus Bankruptcy Tracker, where anyone could follow the ever-growing list of organizations devastated by the impacts of the COVID-19 pandemic.
Just how long can an organization compete or sit out with an injury to their culture and well-being? There is too much riding on some type of recovery to simply accept the term “new normal” without a proper diagnosis of injury and plan for recovery or positive transformation.
Post Traumatic Stress Disorder (PTSD) has gained a surge of attention in research and news as we live through a pandemic with communities further harmed and divided by racial injustice and political strife. Thankfully, we are seeing an emphasis on research on PTSD treatment that has revealed the concept of Post Traumatic Growth, which is highly relevant for teams and organizations that organizational psychologists view as living organisms.
According to researchers at the University of Southern California’s Resilience Lab, Post Traumatic Growth (PTG) refers to substantial change from a profound experience that is perceived as harmful. PTG describes the growth and strength that come with recovery from the traumatic experience. Through PTG, people find a way to recover in a manner that far exceeds initial thoughts and expectations with a positive personality change.
To promote PTG and the path to recovery, or altogether transformation, for an injured organizational culture, consider the following actions:
Organizational leaders and industry analysts utter this phrase too effortlessly, likely to cultivate perseverance and creativity. Although the use of the phrase is well-intentioned, it can dangerously emanate a fixed mindset. According to social psychologist Dr. Carol Dweck, a fixed mindset exists when individuals believe that intelligence and ability are fixed traits. “Que sera, sera! Whatever will be, will be right?” Not always!
Many organizations limit themselves to a full analysis of their internal and external environment (often through a SWOT analysis) once every 3-5 years, depending on their strategic planning process. Paying careful attention to elements of organizational culture (i.e. history, traditions and rituals, shared values and stories, social groups, leadership, and governance, etc.) is warranted during a time when organizational members are more physically distant than ever before. Take the time to assess the health of your organization’s culture and identity to develop a plan for improved health and performance.
Today’s multi-generational workforce has less patience to postpone using their talents to make a difference and achieve job satisfaction. It’s concerning how many organizations have suspended their traditional performance review processes. Coaching and mentoring programs offer mutual benefits for all parties involved while also developing talent and improving performance for the people who fuel the organization’s growth and success.
Would you recommend a physician who didn’t require you to come back to assess progress with an injury? Within your recovery plan, be sure to schedule periodic check-ups with an objective team to evaluate healing and progress.
Culture derives from the Latin word cultus, which translates to care. Shifting our collective mindset to acknowledge injury puts the care back in organizational culture. Diagnosing the extent of an injury is imperative. Taking thoughtful steps towards rehabilitation may just serve as the critical point for Post-Traumatic Growth during volatile times.
