As we continue to explore the concept of organizations as healing ecosystems, we now move beyond the first component of the model – structures and evidence that working on structures can enhance well-being – to an equally important component: organizational climate.

Climate is a broad term and may seem an impossibly nebulous thing to consider as a factor within the healing ecosystem model. Climate variably has been used to refer to aggregate weather patterns, how teams relate to one another, a facet of culture, and the degree of psychological safety a particular leader creates with direct reports. Here, we define it as the way humans feel when interacting with components of the organization in which they are doing their work. Put more simply, think of climate as the emotional temperature people perceive in any part of the organization. While this may seem like another way to define culture, it is more specific and focuses more directly on emotional experience in a way that can produce insight and action.

This reframing is important because many current mental models and tools addressing employees’ roles in organizations carry an assumption that the direction leaders set – through values, mission, and vision – define the organization sufficiently well to assume that culture then follows. Much talk about climate, engagement, loyalty, and vital behaviors that shape what employees experience in their work refers to how leaders lead, deploy resources, promote an environment for success, and foster action to achieve the organization’s mission.

But climate as part of an ecosystem is something different. It is the way people feel when being inside the ecosystem – here, inside the organization. Do they feel energized? Hopeful? Tense? Cynical? Respected? Renewed and joyful when they work hard, or fundamentally defeated and depleted? This is not a theoretical set of questions, as people tend to ascertain quite accurately and quickly what the climate is, without having to be told. They sense it. In addition, climate’s connection to emotion matters tremendously. Climate that induces negative emotions and emotional experiences produces suffering and is measurably associated with higher rates of burnout, intent to leave, and turnover. It also is linked to higher rates of errors in producing products or services, worse treatment of customers, and lower discretionary effort. Conversely, climate that activates positive emotions and emotional experiences produces hope and well-being that is associated with lower rates of burnout, better on-the-job performance, better service to others, and greater discretionary effort. As we continue to navigate the COVID-19 pandemic and the Great Resignation, organizations that can create the latter — a version of a healing experience at work — have a huge competitive advantage.

The good news is that, while climate may seem nebulous, there are concrete actions teams and leaders can take to improve the emotional experience and temperature people encounter in daily work. Even better, this doesn’t have to wait for the most senior leaders to declare a focus on climate, endorse a healing ecosystem model, or commit to working on anything structural (the places we often think our leaders must start before the rest of us can make progress on well-being at work). In our next post, we’ll share an example of a division within a large organization that chose to deliberately take on climate, in pursuit of healing and well-being in a stressful work environment. Until then, think about a time when you experienced a great climate in your work: how did it affect you, and what were you able to accomplish as a result?

Healing Ecosystem Component 2 – A Close Look at Climate