In the complex web of corporate strategies, team dynamics, and organisational culture, one small yet mighty word often holds the key to unlocking untapped potential: "Why." Simon Sinek, in his influential TED Talk and book "Start with Why," emphasisedthe significance of understanding the purpose behind what we do. This concept isn't just a buzzword; it's a fundamental principle that can transform teams and organisations.  

At its core, purpose-driven work revolves around the idea of connecting individuals to a deeper meaning and sense of fulfillment in their roles. It goes beyond merely completing tasks or meeting objectives; instead, it focuses on the underlying reasons behind the work being done and the impact it has on the world. 

The Power of "Why" 

1. Fosters Alignment and Unity

When individuals comprehend the purpose behind their work, they feel a deeper connection to their roles and the organisation's mission. This shared understanding cultivates alignment, fostering a sense of unity among team members. When everyone is aligned around a common purpose, collaboration becomes more natural, and team members are more willing to support one another in achieving shared goals. This sense of camaraderie fosters a positive working environment where creativity and innovation thrive. 

2. Enhance Engagement and Performance  

Studies have shown that employees who feel connected to a sense of purpose in their work tend to be more productive and perform at a higher level. They are willing to go above and beyond to achieve objectives because they understand the significance of their contributions. As a result, organisations that prioritise purpose-driven work often experience improved performance and bottom-line results.  

3. Enhances Decision-Making

A clear sense of purpose serves as a guide during ambiguity. When faced with tough decisions or complex challenges, teams anchored in their "why" have a framework for making choices that align with their values and purpose. This clarity minimisesindecision and ensures that actions are in harmony with the overarching mission. 

4. Boosts Resilience

In times of adversity, a strong sense of purpose acts as a source of resilience. Teams grounded in their "why" are better equipped to weather storms, adapt to change, and persevere in the face of setbacks. This resilience stems from a deep-rooted belief in the significance of their work and a commitment to overcoming obstacles in pursuit of their mission. 

5. Positive Impact on Organisational Culture and Talent Attraction

A focus on purpose-driven work can significantly impact organisational culture and reputation. Companies that prioritisepurpose are often seen as more socially responsible and ethical, which can enhance their brand image and attract top talent. Additionally, a strong sense of purpose can foster a culture of trust, transparency, and accountability within the organisation. 

Creating the "Why" 

1. Define Your Purpose

Begin by asking fundamental questions such as "Why does our organisation exist?" and "What impact do we aspire to make?" Define a compelling purpose statement that articulates the essence of your organisation's mission and the value it seeks to create in the world.  

2. Communicate Effectively

Once you've identified your "why," communicate it clearly and consistently throughout the organisation. Ensure that every team member understands how their individual contributions contribute to the broader purpose. Use storytelling, visual aids, and other engaging methods to bring the "why" to life and make it resonate on a personal level. 

3. Align Goals and Actions

Integrate your purpose into every aspect of your organisation, from strategic planning to day-to-day operations. Align team goals, projects, and initiatives with the overarching mission, emphasising how each endeavor contributes to advancing the "why." Encourage autonomy and creativity within teams, empowering them to find innovative ways to fulfill the organisation'spurpose. 

4. Lead by Example

Leaders play a crucial role in championing the "why" and embedding it into the organisational culture. Lead by example, demonstrating a deep commitment to the purpose and inspiring others to do the same. Encourage open dialogue, feedback, and recognise and celebrate achievements that reflect the organisation's values and mission. 

In conclusion, the power of creating the "why" in teams and organisations cannot be overstated. It serves as a compass guiding actions, a source of inspiration fueling passion, and a unifying force fostering collaboration and resilience. By defining your purpose and actively cultivating a culture rooted in that purpose, you can unleash the full potential of your team or organisation, driving meaningful impact and sustainable success. 

How our team can help you in creating your “why” 

Our team at Veraison specialises in developing purpose through: 

• Facilitating purpose/ value formation workshops. 
• Conducting interviews and surveys to gather whole organisation perspectives and insights to inform value and purpose statements. 
• Facilitate strategic planning sessions to align goals and objectives with organisational values and purpose. 

Get in contact with our team here to see how we can help you create your “why” and optimise your team performance! 

Workplace conflicts are like storm clouds on the horizon – inevitable and potentially disruptive. Understanding the nature of conflict, its causes, and effective strategies for resolution is crucial for maintaining a healthy work environment and preventing disruption.   

At its core, conflict in the workplace is when an individual or group perceives differences between themselves and another about interests and resources, beliefs, values, or practices. This expressed struggle can manifest in three main types of conflict: relational, task, and process conflicts. Relational conflicts involve interpersonal clashes, task conflicts arise from disagreements on decisions, and process conflicts stem from controversies about how tasks should be accomplished.  

Causes of Workplace Conflict  

Various factors can contribute to the escalation of conflicts. Some of the most common include psychosocial demands of:  

• High workloads   
• Cognitive demands  
• Role conflict  

These three demands lead to energy depletion and result in interpersonal frustration with a lack of energy to effectively manage conflict and resolution.   

In addition, misalignment of values and ethical stances among team members can decrease trust between individuals which reduces information sharing, causing conflicts and hindering overall team effectiveness. In contrast, when individuals' values and ethical perspectives align, there is a greater sense of team identity which in turn enhances information sharing and openness, ultimately reducing the chance of conflict.   

How to Manage Conflict  

Organisational level   

Enhancing perceived organisational support by:  

• Creating open communication channels   
• Offering professional and career development opportunities    
• Giving job security assurance   
• Revealing important information about employees’ interests as soon as possible   
• Communication changes and key decisions to prevent ambiguous environments 
• Managing work design to reduce job demands   

Building a positive conflict management climate   

Establishing a robust conflict management climate within the organisation is essential. This begins by creating a psychologically safe environment where individuals feel safe to bring up concerns at their onset and seek resolution sooner than later. Secondly, having procecdures in place with where to go and what to do when conflict and frustration arise can give individuals confidence and direction when working through conflict.    

Team level   

Enhancing psychological safety 

Psychological safety gives individuals a sense of safety to voice concerns and suggestions without fear of reprimand. When this happens, communication within the team is open and transparent, allowing potential conflicts to be dealt with before they escalate.   

Enhancing connections 

Fostering a sense of connection and common identity within teams can prevent interpersonal conflicts. When individuals see one another as friends rather than competition, there’s less chance of conflict arising, and in the case that it does, individuals are more willing to collaborate on a resolution.  

Individual level   

Building emotional intelligence

Individuals with high emotional intelligence (EI) are better equipped to navigate conflicts. Improving EI involves understanding and expressing oneself, understanding others, and effectively coping with daily demands, challenges, and pressures. Research shows that individuals higher in emotional intelligence have fewer conflicts in the workplace and greater conflict management skills. Finally, being able to regulate your own emotions can help you remain calm during conflict and respond more rationally than reactively.    

External support   

Mediation specialist

In situations where conflicts persist, bringing in a mediator can be a valuable resource. Mediators help align values, manage emotions, and facilitate clearer communication, ultimately contributing to conflict resolution. If you would like to learn more about how Veraison’s mediation and conflict resolution services can assist you, read more here:  https://www.veraison.com.au/teams/conflict-resolution/   

Work design and culture specialist

Addressing work design can be a big task. Bringing in an external specialist can offer an objective and evidence-based lens as to what needs to be improved. If you think a specialist could help in creating a more efficient work design, check out our team of specialists here at Veraison:  https://www.veraison.com.au/organisations/culture-optimisation-programs/  

Workplace conflicts are an inevitable part of organisational life, but they need not be obstacles. By understanding the nature of conflicts, addressing their root causes, and implementing effective conflict resolution strategies, organisations can foster a healthier and more productive work environment. Remember, the key lies in proactive management, open communication, and a commitment to creating a workplace where conflicts are opportunities for growth rather than roadblocks to success.  

Did you know that Safe Work Australia now reports a 97.3% increase in workers’ compensation claims relating to mental health conditions in 2024, as compared to 10 years ago? During the year 2021-22, the median compensation paid for mental health conditions was more than 3 times greater than that of all physical injuries and illnesses (safeworkaustralia.gov.au).

Legal Obligations  

With the recent changes in workplace safety legislation, many of our partners want to get on top of their legal obligations to identify and proactively manage psychosocial hazards in the workplace. Organisations, including those providing aged care, are required to comply with the Code of Practice for Psychosocial Hazards in the Workplace, under the Work Health and Safety Act 2020 (WA). The ISO 45003, the internationally agreed standard on management of psychosocial risks in the workplace, also highlights the importance of psychological health and safety at work.

Under the law, employers have a legal duty to provide and maintain a working environment that is safe, and without risks to health, so far as reasonably practicable.

As part of this duty, organisations must identify psychosocial hazards that pose risks to workers’ health and safety, and they must implement control measures to eliminate those risks, or if that is not possible, to minimise those risks as much as possible.

Psychosocial Hazards

A psychosocial hazard, as defined by Safe Work Australia, is anything that could cause psychological harm, i.e. harm to someone’s mental health. In the health and social care sector, some of those hazards may include team members being regularly exposed to death, dying and traumatic events. Staff may be working alone, or remotely, or in challenging physical conditions, with limited capacity to regulate the demands for support from the people they support.

Proactive management of psychosocial hazards begins with leaders understanding their role in active identification and response to those hazards. Accessing informative, practical and supportive education in this area enables leaders to act with confidence in enduring psychologically safe working environments for all staff. 

Get in contact with our team here if you would like support in providing training to your leaders around this important topic.