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ourbeliefs

Our Beliefs.

by The Driven Organization

1. Work can be a tool to achieve happiness.

Work is how we pay our bills, how we put food on the table and how we pay the mortgage, but we believe that it can be much more. To start, it can be a place to have friends and to have a social, active life. Work can also be a place to learn and become better, and to reach our maximum potential. Could it be a tool to add our bit to the world? We believe so as well.

Obviously not every job is conducive to increase our happiness. In fact, most of them detract from it. After we leave work, we go home tired, but we still must find the energy to perform hobbies and activities that raise our enjoyment level. This is wrong design. What if we fulfill many more of our needs at work? Social, learning, esteem, achievement, altruism, and beauty and structure needs? Yes, yes and yes.

2. We believe that the way to create the conditions for workers to be happy lies in fulfilling our human needs as much as possible.

Human needs have been studied for a few centuries already. We have a pretty clear idea of what human beings need in order for us to achieve our maximum potential and perhaps reach happiness. At the DrivenOrganization.com, we are simply using this long-known knowledge to develop six components for an organization to support its workers' quest. In doing so, workers will make this organization an innovation, efficiency and productivity powerhouse. 
The six components form the word SPACES:
  • Salary: A fair salary for every worker. 
  • Purpose: A reason for existence for the organization in the world. 
  • Autonomy: The capacity for workers to have a saying on what to do, and how, when, and where to do it.
  • Competence: The capacity for workers to learn and become better people through their work.
  • Environment: The organizational culture, structures and policies that allow workers to be friends and to feel they are in the best possible place.
  • Strategy: The capacity for every worker to push the organization toward a better market competitive position. 
3. We guide ourselves by common sense and our dare to ask tough questions.

Common sense is said to be in limited supply, to be quite uncommon. While we do not profess to have it, we strive energetically to use it in every question, problem and concern that we encounter. At the same time, we feel we need to force ourselves to challenge the status quo to find out what makes the most sense. Again, challenging the non-obvious is not a skill commonly observed or that we profess on having either, but we promise to try.

What is an example of this common sense and this challenging the status quo? Workers are happier in a job where they have a voice and a vote on how to do their job. This is common sense. It is obvious to you and me, but at many organizations, we see authoritative structures and policies that take away much of the freedom of workers. Here is where the difficult questions come up. Who said that the schedule needed to be from 8 to 5? Or that the workers need a boss in order for them to work hard and do what is right? There are tangible examples of companies that do not follow these archaic practices and achieve extraordinary results.