In our last post, we introduced the second component of a workplace healing ecosystem: climate. As we noted, thinking about what climate means and how to work on it may seem more ambiguous than working on organizational structure, which might then discourage anyone from tackling climate as a means to improve well-being at work. In addition, it’s natural to wonder whether focusing on something as diffuse as climate can have an impact.
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In our last post, we introduced the second component of a workplace healing ecosystem: climate. As we noted, thinking about what climate means and how to work on it may seem more ambiguous than working on organizational structure, which might then discourage anyone from tackling climate as a means to improve well-being at work. In addition, it’s natural to wonder whether focusing on something as diffuse as climate can have an impact.
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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.
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Most of us think of structures as physical buildings or organizational hierarchy – but structures show up as policies, systems, programs, schedules, or any other decision, rule, constraint, or tool that impacts how work is organized and executed. Even an agenda for a meeting is a form of structure.
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Despite our tendency to view structures as immovable sources of burnout, they are important components of the ecosystem and therefore deserve attention.
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What would a healing ecosystem look like, at work? Defined, an ecosystem is a a community of organisms and agents that interact with and within their physical environment.
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