scriptie Romy Steinhaeuser passion

Transcription

Passion in corporate cultures?!
A qualitative analysis of the influence and role of passion in
the organisational culture of a Dutch and a German business
Romy Steinhäuser
(Student no.: s0124516)
Master thesis submitted in part fulfilment of the degree of Master of Science in
Educational Sciences and Technology – Track: Human Resource Development
August 2006
University of Twente, Enschede, The Netherlands
Executive summary
Executive summary
Even though, the concept of passion is not particularly well researched, it yet has become a hot topic in the
academic world in recent years. For, passion offers insight into how people relate to various aspects of their work.
The present study therefore aimed to gain a more research-based understanding of the underpinning elements of
the concept of passion. By connecting it with theory on corporate cultures it could furthermore be investigated
how the concept translates in organisational settings as well as which factors actively contribute to its existence
and which may hinder it.
The analysis of the literature confirmed that the concept of passion is only very badly explored. In addition, it
was found that also its relation to corporate cultures has been determined only insufficiently. Hence, a new framework was developed, which was based on the notion that human beings are four-dimensional and argued that
also corporate cultures could be seen as four-dimensional.
To test and explore the questions and findings raised in the literature review, a case study research design
was chosen, which employed multiple, exploratory research methods such as a so-called preparatory booklet,
interviewing, and observations. Overall, two organisations agreed participate in the study: the Dutch HRD Consultancy firm Kessels & Smit, The Learning Company and the German four-star superior hotel Günnewig Hotel Bristol Bonn. Taken together, in total 25 interviews were carried out and 21 situations were observed over a course of
eleven weeks.
It was found that passion does not only have a spiritual origin but also that it is commonly triggered through
an external event or person. Moreover, it has three distinguishable phases (1. recognition, 2. maintenance and 3.
development) that generate both positive and negative effects and are influenced by various internal (e.g. selfconfidence) and external (e.g. family members; organisational processes) factors. Furthermore, a new type of
passion was found that was referred to as ‘corporate passion’. This underlies similar principles as the individualbased concept but is determined different influences and thus creates different effects. Finally, various factors
were established that either supported or inhibited peoples’ passion. These were among others: co-workers,
autonomy, appreciation, and individual/organisational development.
The findings indicate that passion is a greatly underestimated concept that does not only generate effects on
a personal level but also in organisations as well as beyond (e.g. at clients, with guests). Therefore, it should no
longer be asked whether passion is an incorporated element in corporate cultures but how it can be translated
into daily practice.
Acknowledgements
Acknowledgements
“Your time is limited, so don’t waste it living someone else’s life. Don’t be
trapped by dogma – which is living with the results of other people’s thinking.
Don’t let the noise of others’ opinions drown out your own inner voice. And
most important, have the courage to follow your heart and intuition. They
somehow already know what you truly want to become.
Everything else is secondary.”
Steven Jobs, 2005
I would like to thank everyone who has had the courage to join me on my journey to passion. That is first and
foremost my three supervisors: Marloes van Rooij (Kessels & Smit), Dr Nienke Nieveen (University of Twente)
and Suzanne Verdonschot (Kessels & Smit).
Marloes, I thank you for your continuous professional and personal guidance. Your enduring faith and your
encouragement have meant a lot to me. Also, thank you for reminding me how much I love stories! Your passion
is my passion! Nienke, I thank you for giving me the space to explore this topic and my thoughts in my own way.
This has truly helped me to give the present piece my unique and special touch. Suzanne, I thank you for bringing
me in contact with Kessels & Smit and for your continuous professional input throughout my journey. Your practical suggestions and your passion for learning made my research not only easier but also a lot more enjoyable.
Secondly, I would like to thank my participants at Kessels & Smit, The Learning Company and at Günnewig
Hotel Bristol Bonn. You are true heroes as you had the bravery to travel this journey with me. Without you this
document would not exist, so I am more than grateful for your fantastic and valuable input. My work is your work!
Furthermore, I would like to thank my parents. I greatly appreciate your amazing support in my data analysis
phase. Your questions and comments helped me in structuring my thinking and producing a model of passion I
am proud of. I love you!
Finally, my special thanks go to Mr Wolf Westphal from Hotel Bristol, all colleagues at Kessels & Smit and
my fellow students Miranda Damhuis and Ioana Hartescu. – Mr Westphal, thank you for allowing me to conduct
my research in your organisation. Everyone at K&S, a heartfelt ‘dank jullie’ for sharing their ideas, knowledge and
emotions with me. Lastly, Miranda and Ioana, I thank you for being my sparing partners not only as part of this
master thesis but throughout my studies at University of Twente.
Romy Steinhäuser
Meckenheim, August 2006
Contents
Contents
List of Figures......................................................................................................................................................... i
List of Tables .......................................................................................................................................................... i
1.
2.
Introduction................................................................................................................................................... 1
1.1
Background and relevance of the study................................................................................................. 1
1.2
Central research themes........................................................................................................................ 2
1.3
Central research questions .................................................................................................................... 3
1.4
Central research aims............................................................................................................................ 4
1.5
Contribution of the study ........................................................................................................................ 4
1.6
Further structure and content of the study ............................................................................................. 5
Passion in corporate cultures?! – Answers from literature...................................................................... 6
2.1
2.1.1
In search for the elements of passion................................................................................................ 6
2.1.2
Alternative ways to look at passion.................................................................................................... 8
2.1.3
The concept of passion – Implications of the findings for this research........................................... 11
2.2
Examining the concept of (passionate) corporate cultures .................................................................. 11
2.2.1
The four energy zones model (Bruch & Ghoshal, 2003).................................................................. 12
2.2.2
The Gods of management classification (Handy, 1995).................................................................. 14
2.2.3
Confucianism or the theory of the Ren and the Li – Part II (Weymes, 2005)................................... 15
2.2.4
The concept of (passionate) corporate cultures – Implications of the findings for this study ........... 15
2.3
A new way of combining the concepts of passion and corporate culture............................................. 16
2.3.1
The first dimension – Body .............................................................................................................. 17
2.3.2
The second dimension – Mind......................................................................................................... 18
2.3.3
The third dimension – Soul .............................................................................................................. 19
2.3.4
The fourth dimension – Spirit........................................................................................................... 20
2.3.5
A model of the four-dimensionality of passionate corporate cultures .............................................. 21
2.3.6
The 4D model of passionate corporate cultures – Implications of the findings for this research ..... 23
2.4
3.
Investigating the concept of passion...................................................................................................... 6
Summary of the literature review ......................................................................................................... 24
Research Design......................................................................................................................................... 26
3.1
Phenomenology ................................................................................................................................... 26
3.2
The cases ............................................................................................................................................ 27
3.2.1
Selection criteria .............................................................................................................................. 27
3.2.2
Description of the organisations ...................................................................................................... 28
3.3
3.3.1
The methods ........................................................................................................................................ 30
Preparatory booklets........................................................................................................................ 31
Contents
3.3.2
Semi-structured interviews .............................................................................................................. 31
3.3.3
Observations ................................................................................................................................... 32
3.4
3.4.1
The data collection process at K&S................................................................................................. 33
3.4.2
The data collection process at Hotel Bristol..................................................................................... 35
3.5
4.
The data analysis................................................................................................................................. 36
3.5.1
Phase 1: Reducing the data and making them anonymous ............................................................ 36
3.5.2
Phase 2: Arranging and assembling the data.................................................................................. 38
3.5.3
Phase 3: Establishing and identifying key themes and patterns...................................................... 38
3.6
Limitations during the research process .............................................................................................. 39
3.7
Summary of the research design ......................................................................................................... 40
Results......................................................................................................................................................... 41
4.1
Interview and observation results......................................................................................................... 41
4.1.1
Main findings at Kessels & Smit ...................................................................................................... 41
4.1.2
Interim summary of the main findings at Kessels &Smit.................................................................. 48
4.1.3
Main findings at Hotel Bristol ........................................................................................................... 49
4.1.4
Interim summary of the results at Hotel Bristol ................................................................................ 56
4.2
Further findings regarding the concept of passion and corporate cultures .......................................... 57
4.2.1
The elements of the concept of passion .......................................................................................... 57
4.2.2
The elements of corporate cultures and the links to passion........................................................... 62
4.3
5.
The data collection............................................................................................................................... 32
Summary of the results chapter ........................................................................................................... 66
Discussion & Conclusion........................................................................................................................... 67
5.1
Discussion of the conclusions from the analysis process .................................................................... 67
5.1.1
Answers to the question: ‘What is the concept of passion?’ ............................................................ 67
5.1.2
Recommendations regarding the concept of passion...................................................................... 71
5.1.3
Answers to the question: ‘To what does the concept of passion relate in corporate cultures?’ ....... 72
5.1.4
Recommendations regarding the concept of corporate passion...................................................... 75
5.1.5
Answers to the question: ‘What factors nurture/ inhibit passion in corporate cultures?’ .................. 76
5.1.6
Recommendations regarding support factors and inhibitors of passion .......................................... 80
5.2
Critical review of the research process and learning experiences ....................................................... 81
5.3
Overall summary and conclusions ....................................................................................................... 82
References ........................................................................................................................................................... 85
Appendix A – Ethical statement (English version)........................................................................................... 90
Appendix B – Ethical statement (German version) .......................................................................................... 91
Appendix C – Preparatory booklet (English version)....................................................................................... 93
Appendix D – Preparatory booklet (German version) ...................................................................................... 98
Contents
Appendix E – Exemplary summary of an interview at Kessels & Smit......................................................... 103
Appendix F – Exemplary summary of an interview at Hotel Bristol ............................................................. 111
Appendix G – Data categorisation chart (Kessels & Smit) ............................................................................ 120
Appendix H – Data categorisation chart (Hotel Bristol)................................................................................. 126
Appendix I – Pictures from the preparatory booklets (Kessels & Smit)....................................................... 134
Appendix J – Pictures from the preparatory booklets (Hotel Bristol) .......................................................... 135
Appendix K – The Johari-window (Luft & Ingham, 1955)............................................................................... 138
Appendix L – Kolb’s Learning Cycle (Kolb, 1974) .......................................................................................... 139
Appendix M – Logical levels of Dilts (1990) .................................................................................................... 140
List of Figures & Tables
List of Figures
Figure 2.1: Maslow’s hierarchy of needs (adapted from Maslow, 1943, 1954)................................................. 9
Figure 2.2: Four energy zones model (Bruch & Ghoshal, 2003, p. 47) ........................................................... 13
Figure 2.3: The four-dimensionality of passionate corporate cultures .......................................................... 23
Figure 4.1: Model of the corporate culture of K&S........................................................................................... 46
Figure 4.2: Model of the corporate culture of Hotel Bristol ............................................................................. 54
Figure 4.3: Model of the passion process......................................................................................................... 61
Figure 4.4: Model of the concept of passion..................................................................................................... 62
Figure 4.5: The corporate passion process ...................................................................................................... 65
Figure 4.6: Model of the concept of corporate passion ................................................................................... 65
List of Tables
Table 2.1: Summary of the main elements of passion in theories by Chang (2000) and Chaudhuri (2001).. 7
Table 3.1: Overview of the demographics of the participants at K&S ............................................................ 29
Table 3.2: Overview of the demographics of the participants at Hotel Bristol .............................................. 30
Table 3.3: Overview of the observed situations during the data collection period at K&S .......................... 34
Table 3.4: Overview of the observed situations during the data collection period at Hotel Bristol ............ 36
Table 4.1: Overview of people’s passions at K&S............................................................................................ 42
Table 4.2: Factors that support K&Sers’ passions........................................................................................... 44
Table 4.3: Factors that inhibit K&Sers’ passions ............................................................................................. 45
Table 4.4: Overview of people’s passions at Hotel Bristol .............................................................................. 49
Table 4.5: Factors that support Hotel Bristol-participants’ passions............................................................. 51
Table 4.6: Factors that inhibit Hotel Bristol-participants’ passions ............................................................... 53
i
Introduction
1. Introduction
This chapter aims to give an in-depth introduction into the topic and set-up of this research. For this, firstly
background information about the research topic as well as its relevance will be provided. Secondly, the central
research themes and questions will be outlined. Thirdly, the research aims will be presented and finally, an overview of the structure of this master thesis will be given.
1.1 Background and relevance of the study
Passion in corporate cultures?! – While this may sound strange, awkward, or simply impossible in some peoples’ ears, it might be the daily reality or at least something to aspire to for others. In fact, there is a fair amount of
organisations where the word passion can be used at best when describing the love affairs amongst its employees. However, there are also businesses, which openly state in their advertisements or on their homepages: We
have a passion! L’Oréal, for instance, has a ‘passion for adventure’, Prêt A Manger a ‘passion for food’ and
Deutsche Bank a ‘passion for excellence’.
Interestingly, also many academics and business professionals have shown interest in the idea of passion in
the workplace in recent years. Chang (2000) and Chaudhuri (2001), for example, have proposed models to characterise passionate people/ employees. Likewise, Johnston (2002) and Koonce (1998) have argued that passion
is a vital factor for successful job hunting. Chaudhuri (2001) and Zaleznik (2004) point out its importance in leadership and management and finally, Kessels (2001), Keursten et al. (2005), and Verdonschot (2005) have
stressed that passion can be seen as a key principle in knowledge productive organisations. – In short, passion is
a hot topic!
This is of particular relevance for HRD professionals as it is fundamentally their job to contribute to the development and learning of their co-workers and their organisation (Desimone et al., 2002). That is, they are required
to be system thinkers, designers as well as conductors of measurements and analyses. They are expected to be
‘pin-pointers’ who link theory and practice, productivity and organisational performance and they are needed to be
researchers and developers (Harrison & Kessels, 2004; Preskill & Russ-Eft, 2003; Short et al., 2003). In short,
they are seemingly not only “learning architects” (University Forum, 1998) but also “holistic organisational developers” (Damhuis & Steinhäuser, 2006) that have to show great awareness of the different processes in their organisation and the factors influencing them.
According to Kessels (2001), any actions to enhance the learning and development of people or even entire
organisations are likely to fail or produce only short-term effects, if they are unconnected to the topics and themes
that are closest to people’s hearts, i.e. to their passions. For, people cannot be smart against their will (ibid). In
that respect, it seems worthwhile to explore the notion of passion as it seemingly offers insight into how people
relate to various aspects of their work.
1
Introduction
Unfortunately though, there is very little academic research on and thus rather limited understanding of the
concept of passion. What is meant when people talk about passion? What are the underlying dynamics? What is
it influenced by and how can organisations play in role in connecting and enhancing people’s passion?
At least with regards to the latter question, literature from the Business and Management field provide a starting point for explorations. For, as the work of Bruch and Ghoshal (2003), Handy (1995) and Weymes ( 2005)
shows, passion can be seen as an important factor in the corporate cultures of organisations. It follows from this
that the concept of passion and the concept of corporate cultures might be fundamentally intertwined. – What role
would passion play? How would it influence corporate cultures? How does it translate to the different levels in an
organisation (e.g. individual, client and organisational level)?
Essentially, all these questions form the starting point of this research! So, what are they all about?
1.2 Central research themes
Passion – In general, the term passion can be defined as the level of meaning persons assign to certain
tasks or objects as well as an indicator of their inner need to repeatedly attach themselves to them (Hirschhorn,
2003). Thus, passion can be characterised as a measure of intensity for the feelings someone holds for specific
jobs or things.
Although the concept of passion seemingly has not been researched as a single, independent factor in published academic literature, several scholars have attempted to outline and specify the behavioural aspects of
passion. Chang (2000) and Chaudhuri (2001), for instance, have demonstrated that passionate people show very
distinguishable characteristics. For instance, they feel thorough joy for a specific theme, job or task, they involve
all senses while expressing their passion, they value, protect and nurture their passion and so on. A study by
Gubman (2004) has even indicated that the concept of passion can be linked to the ‘Big Five’ personality dimensions outlined by McCrae and Costa in 20021.
However, all these ideas and findings are rather vague as they exclusively focus on the behavioural aspects
of passion. The present study was therefore also underpinned by academic theories or frameworks on careers
(Leider, 2000), motivation (Maslow, 1943; 1954) as well as philosophy (Weymes, 2005) in order to gain a better
understanding of its origins and to better grasp its meaning.
The same is true for the second main theme of this research: (passionate) corporate cultures. Here too,
older, more traditional as well as newer, more recent business and management literature but also anthropological and philosophical ideas and notions were examined to gain an in-depth understanding of the concept and its
connection to passion.
Corporate cultures – In anthropology, the term culture can generally be defined as “a historically transmitted
pattern of meanings embodied in symbols, a system of inherited conceptions expressed in symbolic forms by
means of which men communicate, perpetuate, and develop their knowledge about and attitudes toward life”
1
The Big Five are: extraversion vs. introversion, conscientiousness vs. undirectedness, agreeableness vs. antagonism,
emotional stability vs. neuroticism, openness vs. closed to experience.
2
Introduction
(Geertz, 1973, p. 89). Interestingly, in the HR field an organisational culture is also defined as: “a pattern of assumptions – invented, discovered or developed by a given group as it learns to cope with its problems of external
adaptation and internal integration – that has worked well enough to be considered valuable, and therefore, to be
taught to new members as the correct way to perceive, think and feel in relation to those problems” (Schein,
1985, p. 9).
Even though there is no qualitative difference between the definitions, the comparison of both is yet important as corporate cultures are so-called ‘sub-cultures’, i.e. a smaller culture within an already existing, larger one
(Kottak, 1984). This, as will be explained later, has relevance for the interpretation and understanding of corporate cultures.
The comparison moreover indicates that the concept of corporate culture and the concept of passion are
equally complex and therefore explains why it was rather difficult to define and understand the connection between both. For, only three theoretical constructs were found that provided insight on the topic, namely Bruch and
Ghoshal’s “Four energy zones model” (2003), Handy’s “Gods of Management classification” (1995) and Weymes’
philosophical argument to apply Confucianism or the theory of the Ren and the Li to design people-focused organisation (2005).
Upon critical reflection on the theories however, it was found that they had one pitfall: they largely disregarded the differentiation outlined by Kottak (1984). That is they did not give enough attention to the fact that
organisations are “living phenomena” and that every member is therefore “an active agent in enacting the
organisational culture” (Senge et al., 2005, p. 49). For, this signifies that it is in fact more useful to look at human
beings than abstract concepts of corporate cultures.
Therefore, a new framework was developed that in order to investigate which aspects might support the existence of passion in corporate cultures and which might lead to its absence in people. It was based on the notion
of individuals as being four-dimensional, i.e. consisting of a body, mind, soul and spirit (Gordon, 2002).
The literature used to explain this notion did not only support the fact that persons are four-dimensional but
also gave indications why organisations/ corporate cultures can too be described as four-dimensional.
This finally led to the development of a model that combined the findings from the literature on human beings
with theories on organisations.
1.3 Central research questions
As stated above, research-based literature on the concept passion is sparse. Thus, its current understanding
can be considered superficial and dismissive of the complexity and possible power of the construct. The first
research question in this study hence was:
What is the concept of passion?
It was moreover pointed out that the connection between passion and corporate cultures – despite being acknowledged in literature – is not very well researched either. Secondly, it was thus asked:
What does the concept of passion relate to in corporate cultures?
3
Introduction
Lastly, it was hinted that the models and theoretical frameworks used to explore the concept of (passionate)
corporate cultures focused too little on investigating on human beings as being the organisational culture. Therefore, a new framework and model were developed that were based on the idea that corporate cultures are fourdimensional. Both functioned as a tool to gain a better understanding of the elements, processes and dynamics
that complimented and/ or restrained people’s passion in the culture of work. Accordingly, the final two research
questions studied were:
What factors nurture passion in corporate cultures?
What factors inhibit passion in corporate cultures?
1.4 Central research aims
The study investigated two rather complex concepts that are both only partly understood and defined. Linking
to the central research themes and research questions, this study therefore aimed:
•
To examine the diverse and multi-layered facets of the concept of passion.
•
To practically test its relevance as a fundamental ingredient in corporate cultures.
•
To investigate the factors that compliment and/ or restrain passion in the culture of work.
•
To contribute to a more holistic, research-based understanding of passion in general and in particular
regarding its connection to corporate cultures.
1.5 Contribution of the study
Overall, the current study uniquely contributes on three levels: 1) on a scientific, 2) on a practical, and 3) on a
personal level.
1. Scientific contribution: As outlined in the research aims, by working towards a more holistic, researchbased understanding of the concept of passion in general and especially its connection to corporate cultures, this study has attempted to make a unique contribution to the field of science. Since it was carried
out in part-fulfilment for a master in Human Resource Development, its contribution is primarily aimed at
the field of HRD. However, as a large part of the referenced literature for this research stem from other
fields, it also contributes to the fields of HRM, Business Studies, and Management.
2. Practical contribution: The practical contribution is two-fold. Firstly, as will be shown in the latter parts of
this thesis, the research findings have practical meaning for HRD respectively HRM, Business and Management professionals, as they give insight into how passion contributes and how it can be uncovered,
developed and sustained in corporate cultures. Secondly, the study has practical implications for researchers, as it uses a somewhat exceptional method to analyse data. For, instead of transcribing the
data, they were largely summarised in a story telling format. This allowed for a more in-depth analysis of
the findings and enabled the researcher to account for elements such as the atmosphere and feelings
4
Introduction
during an interview or observation process. In this study, fellow researchers are thus offered an innovative and possibly more enjoyable way to summarise research data.
3. Contribution to personal development: This research was carried out as part of a 1-year competencybased master programme. Along the line of this notion of competency-based learning, the work on the
master thesis has been used to broaden and deepen the understanding of the researcher’s passions,
strengths, as well as skills as a researcher and future HRD professional. Thus, the study has finally fundamentally contributed the researcher’s personal development.
1.6 Further structure and content of the study
The further structure of the research is as follows. Firstly, a review of the current literature on passion and
organisational cultures will be given and the concepts will be defined and discussed. As will be shown, neither
passion nor its link to corporate cultures is clearly defined. Therefore, an entirely new framework will be introduced that explains and accounts for the sensitive relationship between passion and corporate cultures as well as
those factors that support or inhibit it. In short, the chapter will enable the reader to gain a better understanding of
how the research questions were derived.
The third chapter will provide a detailed outline of the research design. It will be argued that due to the broad
nature of the research questions, a case study approach was chosen. This was supported and complimented by
various exploratory and qualitative research methods such as interviewing and observations. The chapter will
moreover introduce the two research cases, the Dutch HRD consultancy firm Kessels & Smit, The Learning
Company and the German four-star superior hotel Günnewig Hotel Bristol Bonn. Subsequently, an in-depth description of the research process and the particulars encountered in both organisations will be given. Finally, the
data analysis process will be reviewed and the deviations in the research process as well as its consequences
will be illustrated.
In the results chapter both the main findings from the data collection process at Kessels & Smit as well as
Hotel Bristol will be presented. In addition, key themes and connections between the data regarding the concept
of passion and corporate cultures will be portrayed and analysed. For instance, the data analysis led to two valuable models that comprehensively outline the concept of individual respectively corporate passion. In sum, the
chapter will establish a foundation for the fifth and final chapter.
The discussion and conclusion chapter will attempt to give meaning to the rich data outlined in the results
chapter. It will be shown that both the concepts of passion as well as corporate passion are linked to diverse
themes such as integrity and authenticity, spirituality and emotionality or learning and connectedness. Moreover,
the implications for practitioners and researchers will be outlined and recommendations for further research will
be made. Finally, the quality of the research process will be reviewed and overall conclusions will be drawn.
5
Passion in corporate cultures?! – Answers from literature
2. Passion in corporate cultures?! – Answers from literature
As outlined in the introduction, the study attempted to investigate and combine two rather complex concepts:
the concept of passion and the concept of corporate cultures. Particularly the former however is only sparsely
underpinned by research. Hence, literature from other fields and domains had to be investigated to construct a
sound and stable theoretical framework.
The present chapter aims to give an in-depth insight into the findings of this explorative search of the literature. It is divided into three parts. The first part exclusively focuses on the concept of passion. The second part
subsequently explores corporate cultures. The third part subsequently attempts to combine both notions. In order
to do so, an entirely new framework had to be developed. The final part summarises the main findings from the
literature review and provides overall conclusions offering suggestions for an appropriate research design.
2.1 Investigating the concept of passion
According to Hirschhorn (2003), passion is the level of meaning persons assign to certain tasks or objects as
well as an indicator of their inner need to repeatedly attach themselves to them. Thus, passion can be seen as
the measure of intensity for the feelings someone holds towards a specific job or matter.
While this sounds rather difficult and complex, everyday life shows that the signs of passion are often a lot
more subtle. Who has not yet seen the sparkle in someone’s eyes when they talk about their favourite hobby or a
great project at work? Who has not yet felt the energy of a person who truly liked their everyday job? And, who
has not yet watched in great surprise how a family member, friend, or colleague has pushed him- or herself to his
or her limits and still appeared at his or her happiest?
Regardless whether passion is defined in more complicated or simple terms, both explanations suggest that
passion translates in different ways. However, what are the key elements of passion?
2.1.1
In search for the elements of passion
In general, it seems rather difficult to investigate a construct like passion as it stands for deep and intense
feelings, emotions, or states that can oftentimes hardly be put into words. When talking about passion it therefore
frequently happens that it is set equal to terms such as motivation (the reason(s) behind one’s actions or behaviour) or engagement (the action of engaging in something).2
Sievers (1986), however, has argued that passion cannot be described with the word motivation because it is
a scientifically and thus artificially constructed surrogate for the word ‘meaning’. Likewise, Sprenger (2005) states
that motivation can have two meanings. On the one hand, it can refer to intrinsic motivation, e.g. an employee
works hard because he has (intrinsic) interest in his job. On the other hand, it can stand for extrinsic motivation,
e.g. a manager attempts to create, sustain, or increase his employees’ motivation with the help of monetary or
2
The definitions of the terms motivation and engagement were taken from Oxford Online Dictionary (2006).
6
non-monetary rewards. Thus it can be questioned whether the word motivation truly is an adequate substitute to
describe the elements of passion.
Similar conclusions can be drawn regarding the word engagement. Gubman (2004) for instance believes that
the term is non-representative of the word ‘passion’, as it disregards the individuality of passion. Since, while
engagement is largely a function of what someone does and where, passion is also about who someone is. In
that respect, passion is deeper, more enduring than engagement as it relates to a person’s identity.
Gubman (2004) has taken his argument even further though. For, a recent study by him suggests that passionate people possess personality traits that are rooted in the ‘Big Five’ personality dimensions3. According to
his participants, passionate people are perceived as lively, likable, and adaptive persons, who are able to pass on
enthusiasm and steer changing situations as well as various types of people while remaining focused on their
goals (ibid). In short, passionate people have a variety of positive characteristics which make them seem not only
more attached to their work but also more successful in it.
Further evidence favouring the idea that passionate people display certain behaviours or possess certain
character traits can be found in work by Chang (2000) and Chaudhuri (2001).
Table 2.1: Summary of the main elements of passion in theories by Chang (2000) and Chaudhuri (2001)
•
•
•
•
•
Chang’s Passioneer Theory (2000)
Passioneers have few regrets.
Passioneers value, protect, and nurture their passion.
Passioneers always evaluate their lives.
Passioneers believe their passion widens their
horizons.
Passioneers are neither addicted nor obsessed.
•
•
•
•
•
•
•
•
•
•
Chaudhuri’s Passion Theory (2001)
Passionate people thoroughly enjoy their work.
Passionate people like reasonable challenges.
Passionate people involve all their senses at their
work.
Passionate people tend to carry on in difficult times.
Passionate people are apt to be innovative.
Passionate people show interpersonal competence,
in particular in long-term relationships.
Passionate people are future-oriented with a fine
(but not necessarily conscious) sense of their destiny.
Passionate people continuously set higher standards for themselves and their work.
Passionate people value life as a whole.
Passionate people are proactive.
As Table 2.1 shows, both Chang and Chaudhuri believe that passionate people have many skills as well as
strengths and are somewhat more holistic in how they view themselves and others (e.g. they do not only think
about the future but are future-oriented with a fine sense of their destiny). In addition, they suggest that passionate people continuously and consciously attempt to express, nurture and develop their passion(s). Finally, as
Chang outlines they are careful in how they ‘use’ their passion, as they are neither addicted to nor obsessed with
3
According to McCrae and Costa (2002), the five dimensions are:
1. Extraversion vs. Introversion
2. Conscientiousness vs. Undirectedness
3. Agreeableness vs. Antagonism
4. Emotional stability vs. Neuroticism
5. Openness vs. Closed to Experience
7
it. Rather, as Chaudhuri states, they are persons who value life as a whole, i.e. they appreciate all elements of life
(e.g. good music, food, nature) and are opt to enjoy them.
In short, the authors portray passionate people as highly autonomous and self-driven achievers, who have a
fine sense for their needs.
However, are passionate people truly displaying this kind of positive behaviour? Do they have to have all
traits suggested by Chang and Chaudhuri or Gubman, respectively, or are they also considered passionate if they
only have three or four of the proposed characteristics? Does being passionate mean having a gift and if so, are
in fact only some of us passionate while others are not? – Here, the theories by Chang, Chaudhuri and Gubman
fall somewhat short of explanations as they do not discuss those kind of questions.
Thus, if the words ‘motivation’ and ‘engagement’ do not seem suitable to look at and understand passion and
also descriptions of the skills and behaviours of passionate people do not provide great insight into the concept,
how can it then best be explained?
2.1.2
Alternative ways to look at passion
Overall, three theoretical constructs provide answers to the question how the concept of passion can best be
explained: a) Leider’s (2000) theory on authentic vocation, b) Maslow’s (1943, 1954) theory on the hierarchy of
needs, and c) Weymes’ (2005) philosophical argument for using Confucianism or the theory of the Ren and the Li
to design people-focused organisations. – All three fundamentally link to the question: What are the origins of
passion?
2.1.2.1 Authentic vocation (Leider, 2000)
The term authentic vocation relates to the idea that to be one’s “true self”; one must seek and commit to
“[their] contribution to the world” (Leider, 2000, p. 105). Thus, authentic vocation concerns people’s identity, direction, and purpose (Pedersen, 2004). To find one’s true self, one must ask questions regarding these three factors,
namely: ‘Who am I?’ (identity), ‘Where am I going?’ (direction) and ‘Why am I going there?’ (purpose). For, only
“discovering our authentic vocation gives us a sense that we are unfolding to a larger design – a realisation that
makes our lives feel focused and more purposeful” (Leider, 2000, p. 106).
Steinhäuser (2005) has argued that passion and authentic vocations are somewhat similar to each other, because, as Hirschhorn’s (2003) definition has shown, passion is about practising what one’s heart desires. Thus, it
could be argued that it is fundamentally linked to one’s spiritual self as well as one’s drivers in life. Moreover,
Leider’s work indicates that passion is about self-fulfilment – an element that can also be found in Maslow’s work.
2.1.2.2 Hierarchy of needs (Maslow, 1943, 1954)
According to Maslow’s (1943, 1954), people strive to satisfy a variety of deeply rooted needs. In his well
known hierarchy of needs model (Fig. 2.1), he therefore argues that every individual has three basic needs
(physiological, safety and affiliation) and two so-called higher order needs (esteem and self-actualisation).
8
Figure 2.1: Maslow’s hierarchy of needs (adapted from Maslow, 1943, 1954)
As can be seen in Fig. 2.1, physiological needs such as food, drinking, warmth, or shelter are the most basic
human needs. These are followed by safety needs, which concern people’s physical and psychological security
as well as predictability, order and stability. Thirdly, there is affiliation. This is prompted by mankind’s strong social
nature (Rollinson, Broadfields & Edwards, 1998) and regards feelings like love, friendship, belonging, acceptance, etc. On the first level of the higher order need is esteem. Here, Maslow differs between self-esteem and
esteem by others. While the former relates to a person’s view of him- or herself (Rollinson et al., 1998), the latter
refers to the notion that an individual’s self-concept is also influenced or shaped by others (Argyle, 1968). At the
top level of Maslow’s hierarchy is the need for self-actualisation. This argues that – because of people’s need for
self-actualisation – they strive to live up to their full potential.
Maslow’s model furthermore rests on two assumptions. Firstly, he believes that the needs at one level will
not play a particular role for an individual unless those at the level below have been satisfied. Secondly, he states
that once the needs on one level are satisfied, they no longer have a motivational or stimulating effect. – What
does this tell about passion and its roots?
Although Maslow’s hierarchy of needs model has been widely criticised by fellow scholars for being the result
of armchair reasoning and not provable by research (e.g. Lazarus, 1971; Whahaba & Bridewell, 1976;
Rauschenberger, Schmitt & Hunter, 1980), it yet seems that passion strongly relates to the higher order need of
self-actualisation. For, passion is directed at something that creates deepest joy and a strong sense of (self-)
fulfilment in people. Hence, one might argue that passion is a key element to satisfy this need.
On the other hand, as Hirschhorn’s (2003) definition has shown, the concept of passion somewhat contradicts Maslow. Since, if passion truly is the level of meaning persons assign to certain tasks or objects and if it is
the driving force to attempt the journey to self-actualisation, then people possibly already ‘attached’ themselves to
the idea of self-actualisation respectively passion before a need on prior level has been satisfied.
Maslow’s work yet points towards another core characteristic of passion. Since, in a recent study it was
found that the search and the expression of passion are strongly influenced by internal (e.g. self-confidence) and
external (e.g. processes or other people) factors (Steinhäuser, 2005). That is, certain elements can have both a
supporting and/or an inhibiting character on passion. Maslow’s theory provides reasons for this. For, if an individual has hardly any money to satisfy his/her basic physiological or safety needs, it possibly will not aspire to fulfil
its passion/ potential. In reverse, if an individual possesses enough money to satisfy its basic needs, it is more
9
likely to do what s/he always wanted to do. Thus, Steinhäuser’s work does not only indirectly confirm Maslow’s
assumption but also indicates that passion is indeed something that not everybody strives for – regardless
whether they have the wish to do so or not.
In short, Maslow’s work seems to provide two important insights. Firstly, passion appears to be closely linked
to self-actualisation and secondly, it seems to underlie certain dynamics that are triggered, altered, or stopped by
internal and external factors. Particularly, the latter play a significant role in Weymes’ philosophical argument for
using Confucianism or the theory of the Ren to designing people-focused organisations.
2.1.2.3 Confucianism or the theory of the Ren and the Li – Part I (Weymes, 2005)
Although Weymes argument in favour of an application for Confucianism or the theory of the Ren and the Li
in organisational design is not based on a study or model, it yet provides valuable ideas regarding the concept of
passion. Drawing on the field of philosophy he shows how broad and deep the concept of passion is.
The philosophy of Confucius consists of two parts: the Ren and the Li. While the Ren describes the relationship between people, the Li stands for the norms of society. Hence, Confucianism “addresses the freedom of the
individual (Ren) with the controls necessary to allow society to function in an efficient manner (Li)” (Weymes,
2005, p. 148). Although Confucius has never clearly defined the Ren and the Li, it can yet be said that the Ren
stands for having a benevolent attitude towards others, acknowledging the intrinsic value of every individual and
committing resolutely to an ideal purpose of an individual’s or organisation’s goal or dream (ibid). On the other
hand, the Li characterises rituals, which may be understood as rules and norms of society regarding acceptable
behaviour (ibid).
According to Weymes, especially the Ren is a key component in understanding individuals. Drawing from
peak performance theory, he and others (e.g. Lin, 2002) argue that, for instance, so-called inspirational players
show several characteristics that are relevant for understanding the relationship between passion and people.
These four characteristics are:
1. A playful curiosity and a natural genius for exploring knowledge;
2. Dreams and lofty idealism (often vague, confused or cocky);
3. The ability to correct dreams by a sense of humour, and thus restrain idealism by a more robust and
healthy realism, and
4. A non-mechanical and non-uniform reaction to surroundings.
Most valuable, however, is the ability to engage in processes of self-discovery. That is, inspirational players
possess the skills to find “[…] their ambition, their purpose, their inspirational dream” (Weymes, 2005, p. 151).
Especially the latter is vital since inspirational dreams entail individuals’ values and beliefs. In Weymes’ eyes,
these values and beliefs form the basis for passion.
This suggests that passion is rooted in ideas and/ or ideals about the world and that these guide individuals’
actions and interactions. Hence, Weymes philosophical argument complements Hirschhorn, Leider and Maslow’s
10
work, as it too connects to the notion that passion originates from within, i.e. that it is an outcome of deep, intrinsic processes which are directed at the larger whole and is influenced by internal and external processes.
2.1.3
The concept of passion – Implications of the findings for this research
The investigation of the concept of passion has shown that it cannot be explained in simple terms. It requires
openness to other – not necessarily field-related – domains and professions. For, passion is a holistic concept
that reaches into and touches on several aspects of people’s life. It is thus hard to apply only one single theory,
framework, or line of reasoning to explain it.
Therefore, Hirschhorn, Leider, Maslow and Weymes’ works were used as the theoretical underpinning for the
present research – with the aim to develop their notions further and contribute to an even greater knowledge
about what the concept of passion involves. To fulfil this goal, this study researched the following question:
As will be shown in the discussion chapter, it was answered by using the work as a means to reflect and discuss the participants’ responses to this question.
Similar actions were taken with regards to the theory on the concept of (passionate) corporate cultures.
2.2 Examining the concept of (passionate) corporate cultures
In anthropology, the term culture is defined as “a historically transmitted pattern of meanings embodied in
symbols, a system of inherited conceptions expressed in symbolic forms by means of which men communicate,
perpetuate, and develop their knowledge about and attitudes toward life” (Geertz, 1973:89). That is, they embed
traditions and customs, are transmitted through learning and often govern the beliefs and behaviours of its members (Kottak, 1994).
Interestingly, the field of HRD and HRM has adopted these definitions to describe another phenomenon,
namely the occurrence of so-called corporate or organisational cultures. Peters and Waterman (1982:103), for
instance have stated that corporate cultures are “dominant and coherent sets of shared values conveyed by such
symbolic means as stories, myths, legends, slogans, anecdotes and fairy tales”. Likewise, Schein (1985:9) has
argued that they are “patterns of basic assumptions – invented, discovered or developed by a given group as it
learns to cope with its problems of external adaptation and internal integration – that have worked well enough to
be considered valuable and, therefore, to be taught to new members as the correct way to perceive, think and
feel in relation to those problems”. Thus, their definitions are comparable to those of Geertz and Kottak, as they
too refer to the idea that each culture in an organisation has its own, unique frame of reference, which is shared
by most, if not all, of its members. In addition, they fulfil the role of teaching its members about this set of values
or frame of reference.
However, the comparison also sheds led on the ‘root’ of corporate cultures. For, as Kottak (1994) outlines,
organisational cultures can be seen as ‘sub-cultures’, i.e. they are smaller cultures within an existing, larger one.
11
– This has, as will be explained towards the end of this part, relevance for the interpretation and understanding of
the concept of corporate cultures and in particular its link to passion.
Various academic researchers have tried to express the meaning and set-up of corporate cultures in models
or theoretical frameworks. In 1981, Ouchi for instance developed a framework that explained the differences
between American, Japanese firms and so-called type Z American firms4 and showed that all three types of organisations viewed and expressed cultural characteristics such as commitment of employees, evaluation of employees, control of employees or concern for people very differently. Ouchi therefore concluded that cultural differences translated into organisational contexts.
Similarly, Peters and Waterman (1982) investigated the cultures in a number of highly successful American
companies. Although they found that most of the organisations had very similar cultures, they also established
eight main qualities or attributes – such as staying close to the customer, autonomy and entrepreneurship or
productivity through people – that allowed for a differentiation between good or very good organisations and excellent ones. Thus, they found that the concept of corporate cultures has distinguishable and qualitative characteristics.
Finally, Deal and Kennedy (1982) researched the underlying elements of organisational cultures and established that the four most important factors determining them are values, organisational heroes, rites and rituals as
well as cultural networks. Hence, their research confirmed Peters and Waterman (1982) as well as Schein’s
(1985) definitions of corporate cultures.
Unfortunately though, these models and frameworks provide little insight into the influence on and role of
passion in organisational cultures as they explain the concept of corporate cultures on a more general or basic
level. In recent years three other theories and models have been developed however that not only acknowledge
the element of passion but also discuss its influence and purpose. These theories and models are: 1) Bruch and
Ghoshal’s “The four energy zones model” (2003), 2) Handy’s “The Gods of Management classification” (1995)
and 3) once again Weymes’ argument for Confucianism or using the theory of the Ren and Li to design peoplefocused organisations (2005).
2.2.1
The four energy zones model (Bruch & Ghoshal, 2003)
According to Bruch and Ghoshal (2003), every organisation has energy and “it is the intersection of intensity
and quality that determines [this] organisation’s energy state” (p. 46). In this connection, intensity relates to the
strengths or force of this energy (e.g. the level of activity, the amount of interaction, etc), while the term quality
refers to its properties. For, an organisation’s energy can either be positive (e.g. driven by enthusiasm, joy or
satisfaction) or negative (e.g. guided by fear, frustration or sorrow).
Correspondingly, Bruch and Ghoshal suggest that organisations fall into one of four categories of the “Four
energy zones model” (Fig. 2.2): 1) Comfort zone, 2) Resignation zone, 3) Aggression zone, and 4) Passion zone.
4
Type Z American firms are somewhere in between American and Japanese firms, but they are much nearer to the Japanese model (Rollinson et al., 1998).
12
Figure 2.2: Four energy zones model (Bruch & Ghoshal, 2003, p. 47)
As can be seen, companies in the comfort zone have a high level of satisfaction but a low level of action.
Thus, its employees might be very content but they lack the “vitality, alertness and emotional tension necessary
for initiating bold new strategic thrusts or significant change” (Bruch & Ghoshal, 2003, p. 46). Organisations in the
resignation zone, on the other hand, show both low and negative energy (e.g. frustration, disappointment, sorrow). Therefore, they are not particularly active and their employees may not identify with the company goals at
all (ibid). Businesses in the aggression zone are driven by a strong, negative energy, which often expresses in an
intense competitive spirit and portrays in high levels of activity and alertness (ibid). Hence, unlike organisations in
the resignation zone, they oftentimes direct all power towards achieving company goals. Lastly, firms in the passion zone flourish and excel on their great positive energy and large amount of varying activities. Their employees
feel joy and pride working in the organisation and all enthusiasm and excitement appears to be set on reaching
shared organisational priorities (ibid).
Bruch and Ghoshal argue that organisations in the comfort or resignation zone live in the past respectively
have nearly given up. Consequently, they are less likely to be successful, as they prefer standardised, institutionalised ways of working. They shun innovation and risk as well as suffer from conflicting priorities and a lack of
employee commitment. In reverse, companies in the aggression or passion zone show urgency for productivity
(Cross et al., 2003), as they “strive for larger-than-life goals” (Bruch & Ghoshal, 2003, p. 47). Their energy moreover supports them in aligning and channelling their powers and in directing them towards common goals and
activities (ibid).
In short, the model suggests that high achieving organisations are full of energy. Businesses that work from
passion or with passionate people for that matter are likely to have the highest energy levels. For, their work is
not only driven by very positive factors but they do a lot to develop themselves and their people, too. Simply put:
their cultures appear to be based on “cohesion” (ibid, p. 48).
The model thus corresponds with the general findings about passion. Akin to, Hirschhorn (2003), Bruch and
Ghoshal argue that passion is about energy and the intensity of it. Likewise, there is a connection to Leider
(2000), who too sees the roots of passion in something larger-than-life, i.e. something spiritual. – This idea or
notion can also be found in Handy’s Gods of management classification.
13
2.2.2
The Gods of management classification (Handy, 1995)
In his well-known book “The Gods of Management” (1995), Charles Handy differs between four types of organisational cultures and bases them on the characteristics and personality traits of four Greek Gods, namely: 1)
Club or Zeus cultures, 2) Role or Apollo cultures, 3) Task or Athena cultures, and 4) Existential or Dionysus cultures.
Club or Zeus cultures (named after Zeus, the powerful leader of all gods) are generally characterised by affinity, trust, speed of decision as well as selection and succession. They are similar to a spider’s web, with the allimportant spider sitting in the centre. This central ruler holds the culture together, animates, and leads it (Gabriel,
1999). The club or Zeus cultures’ core value is loyalty.
Role cultures are named after Apollo (the God of harmony and order) and strive on stability, predictability,
security, and patterns. They are bureaucratic and could be illustrated with an organisation chart, in which each
box would represent a job title with an individual’s name in it (Handy, 1995). Organisations with this type of culture most likely value the adherence to impersonal rules (Gabriel, 1999).
Task or Athenian cultures (named after Athena, the warrior Goddess), on the contrary, prefer to work in nonhierarchical teams of experts who find solutions to a problem. Therefore, problem-solving is their core value and
they encourage improvisation, invention and resourcefulness. According to Handy (1995), task or Athenian cultures can be described as a net “which can pull its cords this way and that and regroup at will” (p. 29).
Finally, there are existential or Dionysian cultures (named after Dionysus, the God of wine and song), which
exist to service the purpose of the individual by giving him/her the freedom to develop and execute his or her
ideas in the way s/he wants. They have commune cultures that value people, their development, and their wellbeing. Existential or Dionysian cultures can be illustrated by a loose cluster or constellation of stars. However, as
Handy (1995) points out, the picture or the culture will not change if a star respectively an employee leaves the
organisation, as they are mutually independent of each other.
Handy moreover points out that even though every organisation displays a mixture of characteristics from
more than one type of culture, most businesses yet show some dominant signs that make a classification into, for
example, typical Role or Apollonian or classical Task or Athenian cultures possible.
How does Handy’s classification relate to the concept of passion? – Even though Handy does not specifically
use the word passion in his description of the four types of cultures, it can yet be argued that existential cultures
closely relate to the idea of passion. Since, as for instance Leider’s (2000) concept of authentic vocation has
shown, passion is directed at a purpose and to fulfil and service this purpose is exactly what existential cultures
strive to do. Hence, it could therefore be argued that Handy’s classification not only indirectly supports the existence of passion but also indicates that entire organisations could be build around it. – Interestingly, this exact
same notion can be found in Confucianism respectively the theory of the Ren and the Li. It suggests even that
businesses should be constructed on passion, as this would allow them to reach a higher level of commitment
and lead to greater success (Weymes, 2005).
14
2.2.3
Confucianism or the theory of the Ren and the Li – Part II (Weymes, 2005)
As outlined in the first part of on Weymes’ (2005) theory, he argues that it is essential to match the purpose
of an organisation with the dream or passion of each employee in order to create a people-focused organisation.
The starting point to do this is the so-called inspirational dream of the organisation, which – in simple terms –
conveys the message “This organisation makes a difference” (ibid, p. 152). Interestingly, most people seem to
identify a lot more with this than financial growth or return on investment. Organisations living their inspirational
dream therefore oftentimes have more passionate and committed employees, as they are driven by values that
generate high levels of trust. In short, the inspirational dream creates the spirit of the organisation. This is an
important finding since Confucianism or the theory of the Ren clearly states: “An organisation without spirit has no
passion” (ibid, p. 152).
Weymes moreover states that the inspirational dream extends internal boundaries of the organisation and is
transferable onto external contacts such as customers/ clients, suppliers, distributors, shareholders, and other
members of the community. Here the dream is not captured in form of spirit though but in the brand or “lovemark” (Roberts, 2003), which signifies a deep relationship between external contacts and the organisation. The
main characteristic of the love-mark is that it creates a strong pride of association – both externally and internally.
External contacts are proud to be associated with the brand of the organisation, while employees are proud of
their achievements and those of the company.
In short, “[w]hen passion and pride permeate an organisation a ‘family like’ environment emerges where staff
work in a harmonious manner. […] A family environment cannot be engineered in an organisation [however] since
it is the result of the interactions between individuals in the organisation. If individuals do not trust and respect
each other, passion may be present in the senior management team but not throughout the organisation, and
pride may permeate the organisation but the organisation will not be a family and a harmonious working environment is unlikely to exist” (Weymes, 2005, p. 153). That is, Weymes suggests that organisations with peoplefocused cultures can be powerful and successful as they make their business about their people – including their
dreams, passions and interests.
In that respect, Confucianism or the theory of the Ren and the Li present a rather holistic notion of (passionate) corporate cultures. For, they contain and incorporate many of the statements and notions of Bruch and Ghoshal (2003), Handy (1995), Leider (2000) or other academics named so far.
2.2.4
The concept of (passionate) corporate cultures – Implications of the findings for this study
The examination of the concept of (passionate) corporate cultures has demonstrated that passion – as an
independent construct – is not integrated in traditional management literature on corporate culture. However,
three models/ theoretical frameworks were found in recent publications that incorporated not only the notion of
corporate cultures but also passion. In Bruch and Ghoshal’s (2003) model, passion and organisational cultures
were linked to energy. In Handy’s (1995) model they were related to existential purposes and in Weymes’ (2005)
philosophical argument they were connected to individuals’ and organisations’ spirits or their inspirational dreams.
15
Interestingly, as particularly the previous paragraph has shown, it is a combination of theoretical models and
ideas that best sheds light on how passion and corporate cultures are intertwined.
For that reason, the frameworks, and notions of these last four scholars were applied as the theoretical fundament to guide the exploration of the concept of corporate cultures in this study. By doing this, it was aimed to
broaden the understanding of what the concept of passion concerns in the context of organisational cultures and
to thus answer the subsequent research question:
In this connection, the theories and constructs outlined above functioned as tools to analyse, reflect on and
discuss the participants’ answers regarding this question as well as the researcher’s observations (see discussion
chapter).
They did not seem particularly useful however to analyse the question what would support or inhibit the
connection between passion and corporate cultures. For, they had one pitfall: They largely disregard the differentiation outlined by Kottak (1994). That is, they paid too little attention to the fact that organisations are “living phenomena” and that every member is an “active agent enacting the organisational culture” (Senge et al., 2005, p.
49). It follows from this that it is in fact more useful to look at human beings rather than as abstract concepts of
corporate cultures. Only then, the findings can be effectively transferred onto a conceptual level. – How can this
be achieved?
2.3 A new way of combining the concepts of passion and corporate culture
According to Gordon (2002), human beings can be seen as consisting of four, distinguishable dimensions.
These are:
1. A body (i.e. one’s physical body)
2. A mind (i.e. one’s intellect)
3. A soul (i.e. one’s inner being)
4. A spirit (i.e. one’s spiritual being)
Consequently, an investigation of all four dimensions could not only shed light on how the concept of passion
expresses on an individual level but also – following Senge et al.’s (2005) reasoning – on an organisational level.
The subsequent paragraphs will attempt to make this connection as clear and as alive as possible. They will
present a new, more thorough framework, as they investigate each of the dimensions separately and outline their
implications on the level of individuals as well as organisations. This will finally lead to the development of a
unique model of passionate corporate cultures.
It must be pointed out though that the proposed framework will not and cannot account for the complexity of
human beings or corporate cultures. This means, it will not investigate the different roles both can play or discuss
the various factors that impact on people and organisational cultures on a daily basis. Instead, in line with the
scope of this research, it will mainly focus on the individual in the role of the employee respectively on organisational contexts.
16
2.3.1
The first dimension – Body
Human beings – The importance of the body respectively people’s physical and mental health has gained
significant importance in recent years. For, in today’s fast and vastly changing world it becomes more and more
difficult for people to avoid disturbances and instabilities in their bodies and their health as they face an increasing
imbalance between effort and relaxation on a daily basis (Kallus in Klasman, 2005). However, as health most
likely becomes the main driving force in economies in the near future (Nefiodow in Bergmann, 2002), people’s
‘bodies’ will come into the focus of attention even more in coming years. First signs of this are already present in
society. For instance, while it was difficult to find fat-reduced products in some shops and supermarkets a decade
ago, today almost all food retailers offer them en masse.
Similarly, the awareness for healthy employees has risen in organisations. An example of this is the Californian company Pantagonia Inc. This organisation does not only encourage workers to pursue their passion but
also values healthy employees. All workers are thus welcome to carry out their sport activities at any time during
the day (e.g. during their lunch break). This has led Pantagonia not only to become very successful financially in
recent years but was also crowned with the 2000 WORKEFORCE Optimas Award for the quality of work life they
offer (Laabs, 2000).
How does the dimension ‘body’ relate to the concept of passion? – According to Leider (2000), following
one’s authentic vocation means “living from the inside out” (p.106). This suggests that simply expressing one’s
passion can significantly contribute to one’s health. For, as Psychology has repeatedly shown, suppression of
feelings or wishes can create tremendous stress and unrest (e.g. Gleitman, 1999; Gross, 2001; Pervin & John,
2001). On the other hand, Chaudhuri (2001) argues that being passionate means valuing and opting for enjoying
all elements of life (e.g. good music, food, nature, etc). If Chaudhuri’s assumption is correct, it can hence be said
that passionate persons may pay particular attention to their health.
Organisations – Although all of the literature above refers to the human body, Hannemann’s (2006) description of the Norwegian architecture bureau Snøhetta indicates that corporate cultures also have a body, namely in
form of their building, their offices and/ or the environment surrounding both. This is interesting as the body of an
organisational culture is oftentimes what workers, customers, suppliers possible new members, et cetera see first
and – most likely without them being consciously aware of it – the culture starts talking to them as the following
quote shows:
“There is a queue in front of the coffee machine in the old warehouse at Vippetangen: young people,
dressed modern, styled modern, having an exceptionally good mood. They work in an open-plan office,
whose glassy front faces the fjord, and sit on fair-coloured wood. The concrete buttresses in the warehouse
are bare. The PCs whirr, in front of a row of seats is a model of the opera, which Snøhetta builds for Oslo –
the capital that would like to be cosmopolitan. The warehouse bares a lot of space. A sheer endlessly long
table runs up to a screen and a video beamer. A young man waits on the wooden stairs that lead to the
conference rooms. He is nervous. Maybe he has an interview here. The post brings ten applications every
day. They are – like the circa 60 architects, who currently work at Vippetangen – from all over the world.”
Hannemann, 2006, p. 78
17
In academic literature, the importance of corporate cultures’ bodies is frequently related to ergonomics,
workplace or organisational designs (Rollinson et al., 1998). Since, it has been found that the look, set-up, and
layout of office building and rooms have a tremendous influence on people’s behaviour and well-being. However,
the term body also relates to organisational structures. For, as Bruch and Ghoshal (2003) as well as Handy’s
(1995) models have shown, it has an effect on the kind of cultures whether a company has strong or flat hierarchies. Lastly, the word body can refer to the societal or economical climate a corporate culture acts. For, forces
such as rapid changes in technology, economic shocks/ crisis, global political changes, or economic competition
can either strengthen and/ or weaken organisations’ immune systems (Robbins, 1991).
What does this mean with regards to the concept of passion? – Similarly to human bodies, organisational
bodies can become ‘ill’ too (e.g. the building can burn down, the individual workplaces are not designed according
to the job or the organisation might face financial difficulties). As various studies have shown, this has a great
effect on how people feel and go about their work (e.g. Tyson & Jackson, 1992; Leong et al., 1996; Mullins,
1996). For instance, as Cooper et al. (1988) has found, ‘unhealthy’ environments may indicate ‘unhealthy’ employees. In return, a ‘nice and healthy body’ means a ‘passionate corporate culture’ and therefore ‘healthy and
passionate people’ (see above, description of Pantagonia Inc).
2.3.2
The second dimension – Mind
Human beings – The dimension ‘mind’ too has gained great interest in various academic fields – including
HRD – in the past decade. Harrison and Kessels, (2004), for example, state that most of today’s Western labour
markets favour so-called knowledge workers, which – generally spoken – signify those individuals in society who
generate knowledge (CBP, 2002; OECD, 2001 both in Harrison & Kessels, 2004). Likewise, Heraty and Morley
(2002) argue that knowledge has become the economic pivot upon which all success and competitiveness rests.
Thus, having and acquiring knowledge is no longer an option for people but a necessity. This however requires
not only skills and abilities but also wisdom. For, as Zakaria (2005) points out: “Knowledge can produce equally
powerful ways to destroy life, intentionally and unintentionally. It can produce hate and destruction. Knowledge
does not by itself bring any answer to the ancient Greek question ‘What is a Good Life?’ It does not produce good
sense, courage, generosity and tolerance. And most crucially, it does not produce farsightedness that will allow
us all to live together – and grow together – on this world without causing war, chaos and catastrophe. For that
we need wisdom” (p. 8).
How does the dimension ‘mind’ relate to passion? – Taking Weymes’ (2005) description of inspirational players, it can be argued that passion oftentimes is people’s source of inspiration to build/ produce knowledge, to
develop one’s skills and abilities or to seek for new experiences. Moreover, Kessels (2001) argues that individuals cannot be smart against their will, as being smart heavily depends on personal interests. This indicates that
individuals might be smartest if they are able to work in a job that links to their passion.
Organisations – According to Harrison and Kessels (2004), knowledge has become “the main organisational
currency” in today’s learning society and knowledge economy (p.4). That is, businesses are required to continu-
18
ously produce and apply knowledge in order to improve and innovate working processes, products and services.
In that respect, organisational cultures’ minds can be seen as the main pool for seeing opportunities for knowledge production, for creating and producing this knowledge, for sharing and spreading it, for implementing it as
well as for reflecting on knowledge processes (Damhuis & Steinhäuser, 2006). The dimension mind can thus be
seen as companies’ greatest capital.
Literature suggests that this capital is socially constructed (e.g. Daft & Weick, 1984; Vygotsky, 1978). It thus
requires “a culture that encourages a spirit of enquiry, of challenge of established ideas and customary ways of
doing and behaving, and a structure and commonality of purpose that enable and encourage groups to come
together and discuss and reflect on new information and ideas” (Harrison & Kessels, 2004, p. 131). Assuming this
is true, companies therefore need certain skills and abilities as well as apply their experience and wisdom to sustain and strive in the learning society and knowledge economy.
Harrison and Kessels’ quote moreover presents a link to the concept of passion though because they state
that a knowledge-productive workplace requires a culture that encourages a spirit of enquiry as well as a structure and commonality of purpose. This clearly corresponds with Weymes’ (2005) philosophical argument for using
Confucianism or the theory of the Ren and the Li to design people-focused organisations. It also matches Bruch
and Ghoshal’s (2003) “Four zones of energy” model, which states that particularly organisations in the passion
zone show urgency for productivity and strive for greater goals. Thus, an organisation’s “passion quotient” appears to relate directly to its cultures in terms of knowledge, skills and abilities, et cetera and therefore to their
way of business making (Chaudhuri, 2001, p. 25).
2.3.3
The third dimension – Soul
Human beings – To some the dimension ‘soul’ might appear like a big, omnipotent term as it is currently
used in literature to describe and explain almost all kinds of processes in and between people. Generally, it can
be referred to as a person’s: emotions, intra- and interpersonal insight, identity, and needs.
Social constructivism argues that emotions guide people’s responses to social situations, as they are learned
aspects of behaviour. They are acted out in the presence of an audience and social as well as cultural environments determine the settings for the displayed emotion (Fineman & Gabriel, 2000 in Antonacopoulou & Gabriel,
2001). Similarly, Baumann (2004) states that “the question of identity arises only with the exposure to communities” (p. 11). In short, emotions and identity become evident in interaction with others. Goleman (2002) argues
that this requires emotional intelligence, i.e. the ability to recognise and label one’s feelings and needs (intrapersonal insight), and reconcile those needs with both one’s long-term goals and the needs of other people (interpersonal insight). It also includes self-awareness and impulse control, persistence, zeal and motivation, empathy
and social deftness. In that respect, the soul could be described the key to one’s self and that of others.
With regards to the concept of passion, this means that the soul can be seen as the ‘access code’ to passion
as it allows for the journey to “self-discovery“ (Weymes, 2005). Likewise, it seems to be the ‘trigger’ for expressing one’s passion as well as one of the main ‘tools’ to steer and control it.
19
Organisations – Although Fineman (2000) argues that today’s business world is in large parts “emotionally
anorexic” (p. 9), his statement yet seems to indicate that organisations possess an emotional side, a soul. As
Hannemann’s (2006) quote about the Norwegian architecture bureau Snøhetta and Laabs’ (2000) description of
Pantagonia Inc. have shown, this is indeed true as their corporate cultures are very different from one another.
One might even argue that they possess different identities. As cultures are built and maintained in interaction
with others however (Wolf, 1982), all organisations are required to reflect upon their doing – internally as well as
externally. In short, while the body of a corporate culture can be seen as the outer nature, its soul may be described as the inner nature. It follows from this that passion could be seen as the expression of an organisation’s
emotions, identity and/or nature.
Consequently, passion would play three important roles. Firstly, it would provide insight into the emotional
respectively psychological state or make-up of corporate cultures. For, if there is passion, organisations cannot
be considered emotionally anorexic and therefore not short of energy (see Bruch & Ghoshal, 2003). Secondly,
Bruch and Ghoshal but also Handy’s (1995) models suggest that the presence or absence of passion would tell
something about a culture’s identity and needs. With regards to the Four energy zones model, this would mean
that organisations in the comfort zone could reach another energy state by engaging in people’s dreams and
invoke passion so strong that people will overcome their passivity and satisfaction with the status quo (Bruch &
Ghoshal, 2003; Wrzesniewski & Dutton, 2001). Lastly, as Weymes’ (2005) philosophical argument has signified
passion would help to influence or direct the dynamics between the Ren (intrapersonal insight) and the Li (interpersonal insight), i.e. how the organisation perceives its cultures (e.g. How do organisational members go and
feel about their work?) as well as how it relates to others (e.g. clients, business partners; suppliers, etc).
In short, passion is a key component on the soul dimension that can be captured in the question: What is the
organisation’s inner being?
2.3.4
The fourth dimension – Spirit
Human beings – The fourth and final dimension ‘spirit’ has been characterised with the following terms: philosophical view of existence, vision/ mission as well as values and beliefs.
In literature, the meaning of this dimension is defined best in a quote by Ionescu (1997, in Alchin, 2003). This
says: “You are a human being. And so you have a philosophical view of existence – whether you realise it or not.
About this you have no choice. But there is a choice to be made about your philosophy, and it can be put into
these terms: is your philosophy based on conscious, thoughtful, and well-informed reflection? Is it sensitive to, but
not chained by the need for logical consistency? Or have you let your subconscious amass an ugly pile of unexamined prejudice, unjustified intolerance, hidden fears, doubts and implicit contradictions, thrown together by
chance but integrated by your subconscious into a kind of mongrel philosophy and fused into a single, solid
weight, like a ball and chain in the place where your mind’s wings should have grown? It is not the answer that
enlightens but the question”. Thus, the human’s spirit is about how every single person views the world as well as
its own and the existence of others. It is about people’s values and beliefs and how they behave because of
20
them. Finally, as also Weymes (2005) has argued, it is about individuals’ visions and/or missions. Hence, it can
be said that the dimension spirit refers to what Senge et al. (2005) call “seeing from the whole” (p. 42), i.e. to
have and develop the capacity to suspend one’s assumptions and redirect one’s awareness to the generative
process that lies behind what one see.
How does spirit translate in the concept of passion? – On the one hand, it transmites in Leider’s theory on
authentic vocation (2000), as the missions and/or visions of persons can be captured in the question: What is my
purpose? On the other hand, it shows in Weymes’ (2005) work. For, the Ren is clearly influenced and guided by
people’s beliefs and values, and so is people’s passion. Thirdly and lastly, even though it was said earlier that
Chang (2000) and Chaudhuri’s (2001) theories are somewhat simplistic and superficial, they yet show that passionate people might perceive themselves and their environment differently because of their spirituality. Passion
thus seems to be one of the core elements of the dimension ‘spirit’ with regards to the question: What is my calling?
Organisations – As pointed out earlier, corporate cultures can be viewed as “living phenomena” (Senge et al.
(2005, p. 49), as they only come into existence through its members (Schein, 1985). Accordingly, these members
shape and determine the spirit, respectively, the philosophical view of existence of an organisation. Likewise, it
relates to the question what is laying at the heart of a company’s work (Senge et al., 2005). Since, it is not very
likely that the spirit of the Norwegian architecture bureau Snøhetta rests on the same values and beliefs and
expresses in the same vision and mission as that of the American firm Pantagonia Inc.
Where is the link to passion? – It has already been outlined that an organisation without a spirit possibly has
no passion (Weymes, 2005). It was also found though that particularly in organisations in the so-called passion
zone (Bruch & Ghoshal, 2003) or in those with existential cultures (Handy, 1995), passion and spirit seem inextricably linked. Therefore, it could be argued that the relationship between the dimension spirit and the concept of
passion is similar to a symbiosis. Though possible, it is difficult for one to exist without the other.
2.3.5
A model of the four-dimensionality of passionate corporate cultures
As sated in the beginning of this section, the new literary framework led to the development of a model of the
four-dimensionality of passionate corporate cultures, which attempts to incorporate and combine the insights,
notions, and ideas of the previous paragraphs.
As can be seen in Figure 2.3 (p. 23), each dimension in the model is split into two levels: an employee level
and an organisational level. This is done in order to a) to emphasise the fact that human beings are the culture of
their organisation and b) to better account for the findings in the previous paragraphs. – What do the single dimensions entail?
On the employee level, the dimension ‘body’ is related to aspects such as health and energy levels. That is,
they relate to the underlying questions: What is the attitude towards health issue? How are the energy levels of
the employees (e.g. positive or negative; high or low)?
21
On the organisational level, the dimension is also linked to the aspect of health but it rather relates to the
condition of the physical environment (e.g. the building) and to the organisation’s attitude towards health. This
means, does the company – like Pantagonia Inc. – care for its employees’ health or not and if so, how? In addition, it is connected to topics such as workplace design, organisational structures (e.g. flat vs. hierarchical), resources (e.g. monetary vs. non-monetary) as well as the organisation’s ‘immune system’. The latter can be seen
as a metaphor for how well the other three dimensions as well as the dimension ‘body’ are developed. Are they
all functioning or is one of the dimensions underdeveloped?
On the other hand, the dimension ‘mind’ is – on the employee level – captured in the terms knowledge productivity, skills and abilities, experience and wisdom. On the organisational level, it relates to topics such as innovation, knowledge sharing, and the use of internal strength. Moreover, it entails the aspects history and experience as well as knowledge productivity in the company’s field of expertise.
The dimension ‘soul’ is summarised in the following questions on the employee level: How does the staff go
and feel about its work and its workplace? How does the staff behave towards each other respectively how do the
various organisational members interact with each other? On the organisational level, the dimension is linked to
questions such as: How high is the awareness level for internal and external processes? How is the company’s
emotional state (e.g. anorexic or rich)? Finally, it connected to the question: How well are the needs of the organisational members and those of the company known and met?
Finally, the dimension ‘spirit’ is connected to themes like employees’ dreams, values, beliefs, wishes, et cetera. Likewise, on the organisational level, the dimension reflects in the topics: the organisation’s dream, its visions and missions, its ethics as well as its motives.
In addition, the model entails the word ‘passion’. This has been given a central position and small tips of an
arrow indicate that it reaches into each of the four dimensions. For, as the previous paragraphs have revealed,
the concept of passion links and expresses in all four of them.
22
Figure 2.3: The four-dimensionality of passionate corporate cultures
Lastly, as the dimensions have not yet been related to each other in this way and as they have not been researched in connection to each other so far, it is assumed that the model is incomplete at this stage. This is expressed through the abbreviation ‘etc’ that can be found in the end of all four of the coloured boxes.
2.3.6
The 4D model of passionate corporate cultures – Implications of the findings for this research
This third and last part of the chapter has suggested and shown that human beings and thus corporate cultures are four-dimensional as well as that the concept of passion plays an important role in both. Thus, a concrete
connection between the two constructs was made.
The established framework was moreover used to develop a model that captured the findings of the introduced theory. As stated earlier, this had been done to allow for a more thorough exploration of the final two research questions. These were:
23
As it was aimed to gain a greater understanding of those elements, processes and dynamics that complimented and/ or restrained passion in the culture of work, the model was merely used as a as a mean for direction. Thus, it was not put to the test as such but functioned as a tool to look for and investigate certain aspects
that can occur in organisational settings.
2.4 Summary of the literature review
The present chapter aimed to give an in-depth insight into the findings of the explorative search of the literature with the aim to place the study in a stable and sound theoretical framework.
Firstly, the concept of passion was investigated. It was found that there exists only limited literature that discusses passion in a holistic way as many theories primarily focus on the behavioural component of passion.
Therefore, additional literature from academics of other scientific fields was used to analyse the concept further
(e.g. Leider, 2000; Maslow, 1943, 1954; Weymes, 2005). This literature gave insight into the origins, roots as well
as dynamics of passion. It helped establish that passion underlies deep intrinsic processes, that possess a spiritual root (it links to the notion of self-fulfilment or self-actualisation) and that are influenced by various internal and
external factors.
However, as the explored literature did merely provide superficial and little research-based answers it was
decided to develop the notions of the relevant academics further by study the following question:
Subsequently the concept of (passionate) corporate cultures was investigated. It was found that older, rather
traditional literature on corporate cultures did not entail the concept of passion. Therefore, newer and more recent
work was searched for. In total, three models and theories were discovered that linked the concept of corporate
cultures with the concept of passion: 1) The four energy zones model by Bruch and Ghoshal (2003), 2) The Gods
of Management Classification (Handy, 1995) and 3) Confucianism or the theory of the Ren and the Li (Weymes,
2005).
In the first case, passion and organisational cultures were linked to energy. In the second case, they were related to existential purposes and in the third case they were connected to spirituality and inspirational dreams.
Interestingly though, only taken together they seemed sound enough to shed light on the intertwining of passion and corporate cultures. Henceforth it was decided to use the theories as a fundament but to investigate the
connection between passion and corporate cultures yet more deeply. The second research question thus became:
The third theoretical construct underpinning this research was developed after discovering that the theories
and models on (passionate) corporate cultures commonly had one pitfall: they disregarded that organisations are
“living phenomena” (Senge et al., 2005, p. 49) and that every member in an organisational culture personifies it.
Thus, they overlooked that it is more useful to focus on human beings rather than abstract concepts if one aims to
24
gain insight into the connection between corporate cultures and passion respectively which factors support or
inhibit this connection.
Therefore, a new framework was developed. It was based on the notion of individuals as being fourdimensional, i.e. consisting of a mind, soul and spirit (Gordon, 2000). The literature to explain this view did not
only support the fact that persons are four-dimensional but also gave indications why organisations/ corporate
cultures can to be described as four-dimensional.
This finally led to the creation of a model that combined the findings form the literature on human beings with
theories on organisations. It moreover was used to find answers to the final two research questions:
What do the findings from the literature review indicate for the research design?
Due to the broadness of the research questions raised through the literature review, it appears important to
choose a design that accounts for the diversity and multiple layers of the concept of passion as well as the concept of corporate cultures. Moreover, it appears likely that the research will surface very detailed and unique
findings, as corporate cultures – like human beings – are never alike. Therefore, it seems useful to employ a
qualitative research design.
25
Research Design
3. Research Design
As shown, the investigation of the literature had led to the emergence of the four central research questions,
namely: 1) What is the concept of passion? 2) What does the concept of passion relate to in corporate cultures?
3) What factors support passion in corporate cultures? 4) What factors inhibit passion in corporate cultures? The
nature of these questions indicated that a rather exploratory and qualitative research design would be needed.
The present chapter aims to provide a detailed description of how this has been achieved. It is divided into
six parts. The first one will explain the underlying phenomenology of the study. The second part will present information about the organisations that were willing to participate in the study. Subsequently, part three will give an
in-depth description of the data collection method as well as outline why they were valid and reliable. The fourth
part will then shed light on the data collection process. The fifth one will illustrate the data analysis process and
the last and final part will portray the limitations of the research.
3.1 Phenomenology
To find answers to the questions raised in the introduction and literature review, a research approach was
needed that investigated both the various layers of passion as well as its role and influence in corporate cultures.
This seemed best possible by choosing a research design that accounted for the complexity of both concepts. In
addition it had to generate sufficient and, more importantly, valid and reliable data to build linkages between both
themes. This seemed best possible by employing a case study research design and using multiple, exploratory
data collection methods to explore the research questions at hand. The value of choosing a case study approach
was that it generally facilitates a more holistic examination of why and how diverse, contemporary phenomena
occur in an organisation (Lee, 1999; Yin, 2003). The multiple, explanatory data collection methods supported this
process. For, the mixture consisting of preparation materials, interviews and observations allowed for an in-depth
investigation of the organisations’ unique passion and/ or culture as well as enabled the extraction of those elements that appear to nurture and/ or block this passion. In sum, it fostered the descriptive nature of the study
(Cooper & Schindler, 2003).
The research methodology, which sat within an inductive research framework, was moreover guided by
Kvale’s (1996, p. 3) perspective of researcher as “miners”. Accordingly, researchers regard the knowledge of their
participants as “buried material” that they unearth (ibid). Furthermore, it was directed from an interpretivism perspective (Saunders et al., 2003). This perspective complements the philosophy of social constructivism as it argues that it is necessary to identify complex details and meanings of situations to understand the reality or hidden
truth behind it (Remenyi et al., 1998). Hence it is critical of positivism, which adopts the philosophical stance of
natural, or physical sciences and can therefore be seen as a method of analysis that draws law-like generalisations (Remenyi et al., 1998; Saunders et al., 2003). The rationale behind interpretivism, on the contrary, is that it
is not only important to study an individual’s point of view but to “[…] get closer to the actor’s perspective through
26
Research Design
detailed interviewing and observation” (Denzin & Lincoln, 2000, p. 10). The use of reflection tools such as critical
incidents supports this process since reflection and introspection are fundamental to humans and even tend to be
more frequent and intense if people are exposed to unfamiliar or unexpected events such as the participating in a
research study (Georges & Jones, 1980). In short, reflection nurtures and deepens research processes and thus
allows for the following experience: “The world is a looking glass and gives back to every man the reflection of his
own face” (William M. Thackeray, 1811-1863).
3.2 The cases
In total, seven organisations from various sectors and fields of business were asked to participate in this research, out of which two agreed to participate: 1) the Dutch HRD consultancy firm Kessels & Smit, The Learning
Company and 2) the German four-star superior hotel Günnewig Hotel Bristol Bonn.
In the subsequent paragraph, both organisations will not only be introduced but it will also be stated how they
were found. First, however, the general selection criteria will be presented and outlined.
3.2.1
Selection criteria
Overall, four selection criteria were employed while searching for suitable organisations that could be included in this study. These were:
•
The organisation employs more than ten but less than 100 people.
•
The organisation allows the researcher to interview and observe a minimum of 20 percent of its workforce.
•
The organisation consents to letting the researcher spend at least seven weeks in the company.
•
The organisation agrees to the terms and conditions set in the ethical statement (Appendices A & B)
The criteria were applied for four reasons. Firstly, it is known from Psychology that it takes at least three persons to form a ‘system’, as the interaction between two people is often fewer of conflicts. With the appearance of
a third or more person(s) however, the dynamics of the interactions change since the new individual(s) bring(s) in
new thoughts, ideas, beliefs, etc. This has an influence on the relationship of the people in the system. – It was
decided to make use of this notion in the current study. As it was aimed at producing rich data however, it was
believed that the investigated systems should not only consist of three but at least ten people. On the other hand,
the organisation should not employ more than 100 people so the data collection process could be carried out in
the set timeframe.
Secondly, it was aimed to interview and observe at least 20 percent of the workforce to ensure that a multifacetted picture of the culture of the organisation and its (members’) passion could be drawn. Moreover, the
longer a research lasts, the better the understanding of key elements generally becomes. Here it can be useful to
have a larger number of participants to become more specific and focused on the phenomena at hand (Yin,
2003).
27
Research Design
Thirdly, due to the complexity of the study and the multi-method data collection approach it was vital that the
organisations allowed sufficient time to carry out the research. Similarly, it had to agree on the methods used
during the data collection.
In addition, it considered to also make ‘passion’ a criterion. However, as the literature review had shown that
the concept of passion is not easily tangible, it was not added to the list of main selection criteria. As a side effect,
this ensured that the scope of the search was not restricted unnecessarily.
3.2.2
Description of the organisations
For this research, two very different organisations were found. This made the research process both interesting and challenging. Since, the companies not only worked in two entirely different fields but were also situated in
two different countries.
The following two paragraphs will give a description of both organisations, explain how they were found and
introduce the eleven, respectively fourteen people interviewed and observed in each of them.
Kessels & Smit, The Learning Company
Kessels & Smit, The Learning Company is a Dutch consulting firm employing over 35 HRD professionals and
possesses branches in The Netherlands, Belgium and China. Founded in 1977 by Joseph Kessels and Cora
Smit, the organisation has successfully supported individuals as well as national and international businesses
with questions regarding learning, development, knowledge productivity, and change for the past thirty years.
The ‘K&Sers’ say about themselves:
“Our work is based on a specific perspective of knowledge and learning which we not only apply to creating
tailor-made approaches and instruments for our clients, but also to our own way of working together.
We call ourselves The Learning Company to express that we are a learning organisation that applies the same
principles to our own work as those on which we base our advice. Through our collaboration, we want to increase the learning capacity and knowledge productivity of our clients. We accomplish this by learning from –
and with – both, fellow professionals and clients.”
(www.kessels-smit.com)
The collaboration with Kessels & Smit (K&S) followed a request for help in the searching phase for possible
case studies. After sending out a letter asking for business contacts, colleagues from the K&S network suggested
not to carry out the research with others but within their own company. As K&S fulfilled all of the selection criteria
mentioned above, it was agreed to begin with the research process right away.
Hence, the people who had made the suggestion were phoned and thus the first participants were found. At
the same time, another letter was mailed to the entire network asking for further volunteers. In the end of the
research process at K&S, eleven persons had taken part in the study.5
As Table 3.1 shows, the research sample consisted of four females and seven males. Their age ranged from
25 to 57 (mean: 41.3) and their years in the company reached from one to 29 years (mean: 8.9). Moreover, the
5
During the course of the data collection phase at K&S, two more people volunteered to participate in the research. Due to
time constraints, their offer had to be declined unfortunately.
28
Research Design
participants held different statuses. Some had the status of employees, other worked as associates6 and partners, and still others had the status of core entrepreneurs7. This was intriguing as it already allowed first clues
about the organisational culture at K&S.
Table 3.1: Overview of the demographics of the participants at K&S
Initial
Gender
Age
M
J
S
A
K
E
P
R
C
J
A
F
M
F
F
M
M
M
M
M
M
F
25
27
35
36
39
41
42
44
52
54
57
Educational background
Anthropology
Psychology
Education
Office management
Education
Education
Educational technology.
Education
Education
Education & HRD
Education
Years in
K&S
1 year
3 years
13 years
4 years
9 years
1 year
10 years
10 years
8 years
29 years
10 years
Status in K&S
Employee
Employee
Core entrepreneur
Employee
Associate
Associate
Core entrepreneur
Core entrepreneur
Partner
Founder
Partner
Marital
status
Partnership
Partnership
Partnership
Partnership
Married
Partnership
Married
Married
Partnership
Married
Partnership
Number of
children
2
2
1
1
3
2
-
In addition, the participants had different educational backgrounds. People had degrees in the field of Anthropology, Education (technology), HRD and Psychology. Finally, their personal backgrounds differed. Less than
half of the participants were married and about half of them had children.
In short, the sample differed not only in aspects of gender and age but also, in characteristics relating to their
professional and personal life.
Günnewig Hotel Bristol Bonn
The Günnewig Hotel Bristol Bonn is a German four-star superior hotel with 58 full-time employees and eight
apprentices. It is one of thirteen hotels and restaurants all over Germany belonging to the privately owned Günnewig group, which has been founded more than fifty years ago.
The Bristol itself was built in 1972 and has been a well-known address in Bonn ever since. It can refer to a
long and successful business history and was the residence for political and/ or societal prominence prior to
Germany’s reunion. In the past decade, the hotel repeatedly had to face some difficulties however. This was
mainly due to the move of the German government to Berlin, the terrorist attacks in September 2001 as well as
the introduction of the Euro in 2002.
The Günnewig Group says about itself:
“Each Günnewig Hotel & Restaurant is individually managed and has its own unique character and style. We
place high emphasis on comfort and ambience as well as on quality and service.
It is not only the personalised service, which distinguishes the Günnewig Group. We pride ourselves on our
ability to take care of you, our guest, in our own special way.”
(www.guennewig.de)
6
7
Associates are like freelancers. They are self-employed but work under the umbrella of K&S.
The core entrepreneurs hold the main shares at K&S.
29
Research Design
The cooperation with Hotel Bristol followed a written request addressed to its general manager Mr Wolf
Westphal, who happily agreed to engage in the research soon after the request had been posted. In several
meetings, the set-up, the timeframe, as well as the number of participants were discussed. In total, fourteen persons approved to participate in the study.8
Table 3.2 illustrates that the group of participants consisted of nine women and five men. Their age ranged
from 21 to 60 (mean: 36.4) and their years of employment in the company reached from one to 34 years (mean:
10.4). The fourteen participants moreover held very different jobs within Hotel Bristol. While some were employed
in so-called ‘service jobs’ (e.g. banquet, kitchen, etc), others worked in so-called ‘office jobs’ (e.g. accounting,
banquet office, etc). Thus, like at K&S, the diversity in jobs provided first useful information about the corporate
culture of Hotel Bristol.
Table 3.2: Overview of the demographics of the participants at Hotel Bristol
Initial
Gender
Age
M
J
M
S
B
F
A
M
N
S
E
A
E
P
M
F
F
F
F
M
F
F
F
M
F
M
F
M
21
22
23
23
25
26
29
32
32
52
54
54
57
60
Educational
background
Hotel Business
Hotel Business
Restaurant Business
Hotel Business
Restaurant Business
Cook
Hotel Business/ Event mgt
Hotel Business
Hotel Business
Cook
Hotel Business
Hotel Business
Hotel Business
Hotel management
Years in
Hotel
2
1
2
3
2
7
8
8
13
11
18
8
29
34
Job in Hotel Bristol
Apprentice
Apprentice
Apprentice
Apprentice
2nd Manager Banquet
Cook
Manager Reservations
Manager Accounting
Manager Banquet Office
Chef de Cuisine
Manager Café Bierhoff
Manager Kupferklause
Manager Room Service
2nd General Manager
Marital
status
Single
Partnership
Partnership
Partnership
Single
Partnership
Partnership
Single
Married
Partnership
Married
Married
Single
Married
Number of
children
1
2
2
Their educational background, on the other hand, was similar. Most of them had qualifications in hotel or restaurant business. Lastly, their personal backgrounds showed that very few of them were married and had children. Almost all of them were in relationships though.
In sum, the fourteen participants were diverse in age, their years of employment at Hotel Bristol as well as
their job in the hotel.
3.3 The methods
As outlined above, a multi-method, exploratory research design was chosen for this research which consisted of a preparatory booklet, semi-structured interviews and observations. In the subsequent paragraph a
detailed description of each method is given and its validity and reliability outlined.
8
Originally, it had been agreed that a number of 15 people would participate in the research. However, as one of the participants faced personal difficulties at the time, it was mutually decided to exclude him from the study.
30
Research Design
3.3.1
Preparatory booklets
To gain a first insight into the organisational culture and the meaning of passion within the organisation, all
participants were given a so-called preparatory booklet two weeks prior to their interview. The German version of
the booklet for Hotel Bristol and the English version for K&S differed slightly however, as the German words for
‘passion’ (= Leidenschaft) and ‘corporate culture’ (= Unternehmenskultur) are not commonly used in Germany –
particularly in the kind of setting the research took place in. Passion was thus changed into the word ‘enthusiasm’
(= Begeisterung/ Enthusiasmus) and corporate culture into ‘the atmosphere or the particular of the organisation’
(= die Atmosphäre/ das Besondere am Unternehmen) for the German version of the booklet (Appendices C & D).
This led to a minor alteration of the questions in the German booklet too. Those were minimal though. Thus, it
can be argued that the essence of both versions of the booklet was identical.
The booklet asked the participants to do two things: 1) to think and write about a critical incident that had affected their passion in some way and that they had encountered since their employment in the organisation as
well as 2) to (graphically) map the culture of the organisation. To ensure that the obtained data would be valid
and reliable, a number of precautions were taken. Firstly, detailed information about the research and its purpose
were provided on the first pages of the booklet. Secondly, the participants were guaranteed that all answers
would be treated confidentially. Finally, peoples’ answers in the booklet were explored and discussed further in
the semi-structured interviews.
3.3.2
Semi-structured interviews
The semi-structured interviews were carried out for two reasons: 1) to gain a better understanding of the participants’ perspective on passion as well as their organisations and 2) to account for the uniqueness of their passion(s) and the corporate culture(s) they enacted in. For, as outlined in the second chapter, both are not easily to
distinguish and characterise.
The data from the booklet functioned as a fundament for all 25 one-hour semi-structured, face-to-face interviews. In addition, an interview sheet was designed at first, which contained further questions concerning individuals’ passions and their corporate cultures. After a pilot interview with one of the K&S participants however,
the sheet was replaced by a document containing the four research questions only. Since, it was found that each
interview would be so individual and unique that a stricter set-up would formalise and restrict the interview process unnecessarily. On the other hand, mainly working with the four research questions during the interviews allowed for greater flexibility and led to very personal conversations. Thus, the metaphor of the journey (see ethical
statements) became true, as literally every interview was like a tour to the participant’s unique frame of reference.
To record the data during the interviews, a digital recording device and note taking were used. By giving all
participants an outline of the interview topic and set-up at the commencement of the interview, interviewee or
interviewer bias was avoided and the reliability was enhanced. In addition, specific attention was paid to the
opening of the interview. For example, the participants were asked to interrupt if they were uncertain about ques-
31
Research Design
tions or any other aspect of the interview. Furthermore, a variety of techniques were used to ensure the recorded
data were valid. These included:
•
Asking open, probing as well as closed questions depending on whether the interviewees were requested to describe situations, expand on aspects and confirm/generate certain information.
•
Adopting of an active listening approach (i.e. mirroring, paraphrasing, reflecting and non-verbal listening)
to ensure the interviewees’ statements were fully grasped and recorded.
•
Providing the participants with a summary of the interview (Appendices E & F).
Finally, the data from the interviews were in parts validated by the data collected during the various observation sessions.
3.3.3
Observations
The main reason to carry out observations was to gain first hand insight into the processes and dynamics
within K&S and Hotel Bristol, i.e. how employees behave towards each other, how managerial and nonmanagerial staff behave towards each other or how client/ guest relations are handled. In short, it was observed
what the day-to-day atmosphere, tasks and/or interactions were like. For, as chapter two has shown, organisations are living phenomena and become alive through its members (Senge et al., 2005). Hence, careful observations are useful to learn a lot more about the culture of an organisation than reading mission or value statements
(Schein, 1992; 1999).
Prior to the observation sessions, consent was obtained not only from the participants but in case of K&S
also from their clients. Thus, before observing a situation, it was ensured that everybody agreed to be observed.
In addition, a brief introduction of the study was given at the beginning of each observation meeting and it was
offered to share the observations with the participants afterwards. This helped to build a trustful and more relaxed
atmosphere for all parties.
To record the obtained data, it was first planned to design an observation grid. However, after the pilot interview it was decided to enter the observation sessions with an open mind and not look for any particular behaviour
or indicators. Instead notes were taken about the content and processes during the observed situations. This had
the advantage that observer bias was avoided, as the notes were given meaning only after the observation had
ended. Furthermore reflective conversations were held with the participants and with or without their clients after
the observations or, in case of Hotel Bristol, sometimes also during the observation sessions. This enhanced the
reliability and validity of the data notably.
3.4 The data collection
As stated repeatedly, the concepts of passion and corporate cultures are unique and individual. This also expressed in the different data collection processes underwent as part of this study. The subsequent two paragraphs give an outline of this.
32
Research Design
3.4.1
The data collection process at K&S
The research at K&S lasted approximately six weeks and consisted of eleven interviews (incl. the pilot interview) and thirteen observation sessions. Throughout this period – amongst other things – flexibility, patience and
understanding for participants’ preferences proved key, as the following three examples will show. For, they were
not only typical of the nature of the experiences encountered but also best summarise the particulars of the data
collection process at K&S. In addition, a brief list of significant factors encountered during the data collection
period will be given.
Example 1:
The following dialogue is an extract from one of the first interviews carried out at K&S and is typical of many,
similar talks with other participants. It does not only tell about how K&Sers interact but also how important and
useful it was to compromise and be patient.
“You are actually throwing us right into the topic. That is really nice.” I began my explanation.” However, just so
that you know what’s happening today, the main topics I want to talk about are passion in the culture of work,
factors that support or nurture passion and factors that inhibit passion. Generally I use the booklet as a
fundament for this but as you were not able to fill it in, maybe we simply incorporate it or fit it in whenever it suits
us.” […]
“I actually have two situations in mind and they will make a very sharp contrast.” A. replied. “One is about where I
didn’t experience passion and one where I did experience passion.”
I was deeply touched by A.’s effort. She had sent me an email only the day before the interview to apologise she
would not be able to fill in the booklet and now she had thought about two incidents even. I was amazed! “Oh, this
is nice.” I answered.
Example 2:
The subsequent excerpt stems from an interview and observation summary. Even though not all interviews
were as challenging, it is yet indicative of the flexibility that had to be employed during the data collection process.
I ‘met’ E. and J. for the first time via email some time in March, when they responded to my request for help in
finding a suitable organisation to carry out my study in. Once it became clear that I would research in K&S, I tried
to get in touch with both of them again to invite them to participate in my study. Unfortunately, it proved rather
difficult to get ahold of them and only after several attempts to mail and call we had finally established contact.
Both, E. and J., were very interested to engage in my research and so we set a time and date to meet.
The interesting and challenging thing for me however was that they had suggested to do the interview and observation together. As E. and J. were working on a project together at the time of my research, it was logical to observe them at the same time. I had not planned to interview them jointly also. However, flexibility had proven key
ever since we had met, hence I agreed. Thus, we consented that J. would be present during my interview with E.
and vice versa […]
Example 3:
This third example is taken from one of the latter interviews/ conversations. It does not only show that some
of the interviews took place in unsual environments but it is also representative of the nature of interactions and
relationships between the K&S participants and the researcher established during the course of the research.
33
Research Design
In the car on the way back from an observation meeting…
“Do you think animals can be passionate?” C. asked me.
I was stunned. “I really don’t know!” I said. “What do you think?”
C. thought for a while and then replied: “Possibly not. They have to concentrate on other things that are more
important.”
“Nonetheless I find your thought very interesting, as it raises the question whether passion is a need or not.” I
reflected.
“Well, if you think of Maslow’s hierarchy of needs, the final stage is self-actualisation. So, passion could be a kind
of need if you link it to that.” C. stated.
Our discussion excited me. I had connected my work with other theories in the past but not yet with Maslow’s
work or at least not in this way. In this respect C.’s and my conversation was more than valuable to me.
Additional particulars:
Apart from the situations stated above, the following factors were significant for the data collection process at
K&S:
•
During the thirteen observation sessions, a broad variety of situations were accompanied (Table 3.1):
These gave both valuable and deep insight into the job of HRD consultants, the everyday events at K&S
and the K&S working style.
Table 3.3: Overview of the observed situations during the data collection period at K&S
Amount
1
1
1
1
1
1
3
4
•
Observed situations
Company day (so called ‘K&S dag’)
Telephone conference with international clients
Coaching session
Preparation meeting for a client-workshop
Brainstorm session in preparation for a journal article
Brainstorm session in preparation for a new book series
Facilitation of a workshop
Appointment with external clients
Eight out of the thirteen observation meetings were held in Dutch. This was done to ensure that both, the
participants and their clients felt most comfortable during the observed situation. For, some of the meetings touched on rather personal issues. It would thus have disturbed the interaction/ process to talk in
English. Thus, if the meetings were held in Dutch, mainly observations of the process were written down
as the researcher had too little knowledge of the Dutch language and could not always follow the content
of the meetings therefore.
•
In three out of the thirteen observation sessions active participation of the researcher in the session was
requested and welcomed, namely during the K&S dag, during the brainstorm meeting in preparation for
the journal article and during one of the workshops.
In short, the data collection process at K&S was intense, varied and very personal. Because of that, immense amounts of valuable data were produced.
34
Research Design
3.4.2
The data collection process at Hotel Bristol
The data collection process at Hotel Bristol lasted five weeks. It contained fourteen interviews and eight observation meetings. During this time flexibility, gaining the participants’ trust and raising their awareness for their
own behaviour became critical to and typical of the research process. The subsequent three examples as well as
the list of particulars encountered during the research process are evidence of that.
Example 1:
This first example stems from one of the first interview and observation summaries. Even though only three
out of fourteen people did not fill in the preparatory booklet at all, yet almost all of the participants at Hotel Bristol
had difficulties with it. Here flexibility, understanding and patience proved key.
E. and I first met during one of the management meetings at Hotel Bristol. In this situation, we hardly talked to
each other though, as we were amongst a larger group of people. Thus, there was not any possibility to get to
know each other. However, we made up for this during our interview, which took place about 2.5 weeks after the
management meeting.
Prior to the interview, E. had called me to inform me that she would not have the time to fill in the preparatory
booklet due to her heavy workload. She added though that she had already thought of an incident that had been
very critical for her and that she would share with me during the interview. – This sounded exciting. Thus, I told her
she should not worry and that I looked forward to our conversation.
Example 2:
The subsequent dialogue occurred during one of the interview towards the beginning of the data collection
process. It is symbolic of several other, similar conversations with participants, in which it was tried to raise
awareness for their own actions and behaviour.
While M. was talking, I realised that she repeatedly stated one could not do anything against the actions of the
person who negatively influenced the atmosphere at work on a regular basis in her eyes. This triggered something
in me and thus I decided to confront M. with my thoughts.
“Your words challenge me a little because I believe that every organisation has a culture and every single member
forms that culture. Everyone is the culture. Hence, if there is a person who makes life hard for some people, then
people help to make things worse so that…”
Right away M. understood what I was trying to say and replied: “Yes, sure! People support this situation by not
doing anything […].”
Example 3:
This final except was taken from one of the latter interviews. It does not only show that people were generally
interested in the study but also that this interest was connected to fears, questions and doubts. Thus, gaining the
participants’ trust through transparency and openness became one of the vital elements during the data collection
process.
We talked a little longer about the possibilities for further education and training and finally ended up speaking
about another topic: my study. N. told me that some of her colleagues had been sure general management had
asked me to check/ on them. Consequently, they had been afraid and prejudiced at the beginning. I thought this
was very interesting as I had asked myself at the commencement of my study what they thought about my study,
respectively, how they would feel about it. N. moreover asked me what would happen to the research data afterwards. I explained to her that I would summarise the data in little stories first and subsequently read them to look
for common themes or patterns. Then I would connect it with the literature.
When I had ended with my explanation, we also concluded the interview process. Afterwards we went back to her
office together and had lunch.
35
Research Design
Additional particulars:
However, there were also several other, indicative moments while interviewing and observing the people at
Hotel Bristol:
•
For instance, during the five-week data collection period, eight different situations could be observed
(Table: 3.2). Those offered not only a valuable insight into the job of hoteliers but in the everyday work,
challenges, funs, etc at the hotel too.
Table 3.4: Overview of the observed situations during the data collection period at Hotel Bristol
Amount
1
1
1
1
1
1
1
1
•
Observed situations
Management meeting
Food and beverage meeting
Everyday work in finance and accounting department
Everyday work in banquet office department
Everyday work of room service department
Everyday work at Café Bierhoff
Everyday work at Kupferklause
Everyday work of the hotel kitchen
All interviews and observation meetings were held in German, because this was most participants’ as
well as the researcher’s mother tongue. It thus simplified the data collection process to speak in German
rather than in English.
•
In one of the observation sessions (namely at Café Bierhoff) active participation of the researcher was
requested and welcomed. It was also offered in other situations (e.g. while observing the kitchen). However, due to the strict data collection schedule, it was not always possible to accept these offers unfortunately.
Yet, even though the data collection process at Hotel Bristol was time-constraint, it was diverse, emotional
and positively challenging and like at K&S, it produced a great amount and variety of data.
3.5 The data analysis
Due to the immense quantity of data, the analytical process was divided into three parts and was largely
based on the data display and analysis approach by Miles and Huberman (1994), which offers two ways to display data, namely matrices and networks. – The subsequent paragraphs will give an in-depth description of this
process.
3.5.1
Phase 1: Reducing the data and making them anonymous
The first step of the data analysis process was to reduce the data obtained during the data collection process
by summarising the findings from the interviews and observations. In this context, it had originally been planned
to follow ‘general protocol’ and transcribe, respectively report the data in a formal document. After attending a
36
Research Design
workshop on story telling held by one of the participants from K&S however, narratives became the main method
to summarise the data from the interviews and observations (Appendices E & F).
The advantages of this form of data reduction method are threefold. Firstly, a large part of the original dialogue can be kept. This is advantageous because it gives insights into the paradigm and unique frame of reference of individuals. Moreover, it demonstrates how people view themselves and/ or experience their world. Secondly, narratives help to draw a mental picture of the actual processes underwent during an interview, as they
provide information about the atmosphere as well as positive or negative factors that might have influenced the
outcomes of a conversation. In short, they account for the uniqueness of interviews. Thirdly, the reduced data
becomes more readable and therefore more enjoyable for both, the participants and researchers. In short, the
stories not only account much better for the actual processes and situations underwent but also allow the production of more ‘memorable’ portrayals of the research findings.
In a second step, the data were made anonymous and then categorised. The former was done to ensure a
uniform picture of the findings. For, the participants in one of the organisations preferred an anonymous reproduction of their data, because of the personal and not very commonly known stories that came up. To avoid a mishmash of styles, it was hence decided to make all data anonymous. It was attempted however to yet account for
the uniqueness and richness of the data produced with each participant.
The categorisation was carried out in the following way: At first, five randomly chosen stories were read and
labelled according to emerging themes. Afterwards, these were compared. Through this six main categories were
established. They were named:
1. Origins of people’s passions (What are the passions rooted in?)
2. Triggers of people’s passion (How was their passions been activated?)
3. Contents of people’s passion (What are the passions about?)
4. Support factors (What has nurtured people’s passions so far?)
5. Inhibiting factors (What has restrained their passions up to this point?)
6. Effects of passion (What are the effects of passionate behaviour?)
Besides the six categories that arose from the data itself and related to the concept of passion, another four
categories were used. Those related to the findings on the corporate cultures of the companies. These were
called body, mind, soul and spirit, as it had been discovered during the data collection process that the elements
of the organisational cultures could best be accounted for by categorising them according to the fourdimensionality model outlined in the second chapter.
Interestingly, four interviews at Hotel Bristol did not sufficiently determine whether the participants were passionate or not. It was therefore decided to exclude any of their data when analysing the findings regarding the
concept of passion in order to ensure the reliability and validity of the study would still be guaranteed. The data
was however used when analysing the concept of corporate cultures and in particular the one at Hotel Bristol.
37
Research Design
Over the course of the analysis, these categories were specified further and other categories were added. An
overview of the categories as well as related examples can be found in Appendices G and H.
3.5.2
Phase 2: Arranging and assembling the data
The third step in the data analysis process involved the arranging and assembling of the reduced data into
meaningful diagrams and visual displays. According to Miles and Huberman (ibid), there are two major kinds of
data displays: matrices and networks. For the analysis of this research both types were used. Thus, not only
various diagrams and figures but also tabulations of central variables were produced to analyse and indicate how
certain findings interact.
3.5.3
Phase 3: Establishing and identifying key themes and patterns
In a fourth step key themes, patterns and trends were established and identified. This was achieved by connecting the different matrices with each other as well as by searching for other thought-triggering findings that had
emerged as part of the first data analysis phase. Subsequently, these themes were put in context with the central
research questions.
To check whether they were truly key themes the following questions were posed:
•
Which question does xyz answer?
•
What can be learned from it?
•
How does it relate to the other results?
•
Does it raise new questions?
•
Do the findings scientifically contribute to existing literature?
•
Are they of practical meaning?
Subsequently, the following list of topics was established. As will be seen, they are presented under the umbrella of broader themes.
•
•
The main findings at K&S and Hotel Bristol
o
The content of people’s passion
o
The origins and triggers of people’s passion
o
The factors that support people’s passions
o
The factors that inhibit people’s passions
o
Findings regarding the corporate culture of the organisation
The elements of the concept of passion:
o
The effects of passion
o
The elements of the ‘passion process’
o
A comprehensive model of the concept of passion
38
Research Design
•
The elements of the concept of corporate cultures in their links to passion
o
The effects of passion in corporate cultures
o
The link between passion and corporate cultures
o
Towards a model of corporate passion
These topics were finally related to the findings from the literature review as well as additional literature. This
led to several conclusions as well as a number of valuable recommendations for future research on passion respectively passion in corporate cultures as presented in the fifth chapter.
3.6 Limitations during the research process
As with any study, also in this research not all steps went according to plan. The following list gives an overview of these issues.
•
In neither of the two organisations, all of the participants filled in the preparatory booklet. This was
mostly due to time-constraints, personal difficulties, and/or preferences of working with the material. In
those ten cases, the interviews were re-structured and, for instance, the critical incident was talked about
as part of the actual interview. Thus, the research process generally was not. Yet, for the preparation of
the researcher prior to the interviews, it would have been beneficial to have the information from the
booklet available.
•
There moreover occurred technical difficulties with the recordings during five of the interviews (i.e. the
recorder simply stopped at one point during the conversation). This led to the loss of valuable data.
However, as the researcher switched to note taking in these cases it is believed that a large part of the
missing data can be accounted for. In addition, a new recording device was purchased after discovering
that the faulty recorder had destroyed the data of one entire interview.
•
For another four interviews, the digital recorder was not used at all, as the interviews either took place in
particularly loud environments, or were carried out so spontaneously (e.g. during observation sessions,
car and train rides, etc) that there was not enough time to prepare properly. In those situations, note taking was once again the main method to collect the data.
•
Due to time constraints and although stated differently in the ethical statements, not all stories had been
sent to the participants for validation prior to analysing respectively reporting the results. The effects of
this deviation are expected to be minimal though, since, as previously outlined, the use of narratives has
the advantage that a large part of the data is kept in its original state.
•
Finally, as previously outlined, some of the observation meetings at K&S were held in Dutch because
this suited the observed situation better. Thus, data regarding the content of those meetings could only
be collected superficially. However, as the meetings were always followed by a reflective session, it
could be ensured that the essence of the contents had been grasped.
39
Research Design
In sum, there were a variety of particulars during the research process, which have affected the outcomes of
this research. It was continuously attempted however to limit or minimise its consequences though.
3.7 Summary of the research design
The present chapter gave an in-depth outline of the research design that underpins the empirical part of this
study. It was shown that a case study approach had been chosen to support the broad nature of the research
questions. This was complemented by multiple, exploratory data collection methods such as a so-called preparatory booklet, interviewing and observations.
The data collection took place in two organisations: the Dutch HRD Consultancy Company Kessels & Smit,
The Learning Company and the German four-star hotel Günnewig Hotel Bristol Bonn. In the former, the research
process lasted six weeks and included eleven interviews and thirteen observation sessions. In the latter, the data
collection endured five weeks and consisted of fourteen interviews and eight observation sessions. Thus, in total
25 interviews were carried out and 21 situations were observed.
The data collection process generated a vast amount of valuable data, which were subsequently made
anonymous and reduced. For this an uncommon method was used, namely story telling as this allowed for a
reduction, while yet accounting those parts of an interview that generally do not become transparent in traditional
transcriptions (e.g. elements about the atmosphere and process or the thoughts of the interviewer).
After further labelling and categorising the data, it was analysed and given meaning to by using Miles and
Huberman’s (1994) data display and analysis approach. That is, various tabulations and graphical displays were
produced to analyse and indicate how certain findings interacted.
As presented in section 3.5, this led to the emergence of various key themes, which formed the basis for the
results chapter.
These topics were finally linked to the findings from the literature review as well as the four central research
questions. As will be shown in the final chapter, both formed the basis for a thorough discussion and led to concrete answers to the research questions.
40
Results
4. Results
The results are presented in three parts. The first one outlines the main findings from the interviews and observation meetings at K&S and Hotel Bristol. The second part provides an aggregate analysis of all results, which
will be based on and organised under the key themes of the research questions. It will moreover give insight into
additional topics that have emerged as part of the data analysis phase. Finally, a summary will be presented,
which will set the scene for the subsequent discussion and recommendation chapter.
4.1 Interview and observation results
As stated in the research design chapter, the data collection process generated a great variety of data. The
following two sections shall provide a synopsis of the key findings in each company, which will be discussed further only in the following chapter however.
For feasibility purposes, the summaries will be presented under these headings:
4.1.1
•
The contents of people’s passions
•
The origins of people’s passions
•
The factors that support people’s passions
•
The factors that inhibit people’s passions
•
Findings regarding the corporate culture of the organisation
Main findings at Kessels & Smit
The interview and observation process at K&S was deep and intense but equally stimulating and energising,
as the concept of passion seems to be a dominating element for the people and their company culture.
The content of K&Sers passions
On an individual level, the passions of the K&S participants were partly similar and partly different. All participants stated at least one passion though and many of them indicated that there were more in their personal life or
that the passions in their professional life had an impact on their personal, private life as well.
As can be seen in Table 4.1, the main ‘passion themes’ were learning, development, and/or change. Other
important topics were entrepreneurship, innovation and creation, passion as well as stories. The common element in all these passions was that they were either directed at people and/ or processes.
41
Results
Table 4.1: Overview of people’s passions at K&S
Participant
1
•
•
•
•
2
•
•
•
3
•
•
•
4
•
•
•
•
•
5
•
•
6
•
•
•
•
7
•
•
•
•
8
•
9
•
10
•
•
•
11
•
•
•
Individual passions
Story telling
Structuring, organising, analysis things/ data and putting them into stories
Acting
Listening to people’s stories
To facilitate processes
To develop and enhance individual learning
To challenge/ trigger others to explore themselves/ their thinking
Autonomy
The field of HRD
To create environments that enhance opportunities for fulfilment
To break down old stories
Learning and change as well as learning and growth
Writing books
Stories
Passion
To give meaning to change processes (on an organisational but mainly on a personal level
The learning and development of people
To create work environments
Entrepreneurship (To create and realise ideas)
“Vind je ding” (Find your thing)/ Passion
Entrepreneurship
Innovation
To create new organisational structures
To trigger learning in people and subsequently nurture this process
People & Psychology
To find new solutions
To advance the HRD profession
Learning in the work environment
To create opportunities for people
Entrepreneurship
Personal interactions with people
Interestingly, the interviews surfaced another intriguing finding. For some of the participants stated they believed that the aspect of learning about and with people and processes, changing and developing them were
themes that all K&Sers shared. They said for example:
“I think we share a certain view on learning and on the importance of learning.”
“A passion for learning – for learning and developing people. A passion for people. I think that’s what we all
share.”
“We are looking for possibilities to have others work in their strength and have yourself work in your strength.”
Proof for this could be found in the observations sessions. Regardless whether an external or internal meeting was attended, individuals’ learning was the centre of attention. However, also during everyday interactions it
became evident that there was a common interest on nurturing the development and learning of people. For
instance, feedback and reflection are core elements in K&S and belong to their daily practice. Likewise, the K&S
dag, which takes place every six weeks, functions as a place to develop, learn and grow.
42
Results
In short, the content of the passions at K&S had meaning on two levels: an individual one and a collective
one.
The origins of K&Sers passions
Based on the findings in the literature, one of the key questions during the interviews related to the origins of
passion, i.e. the question “What is your passion rooted in?” It was found that almost all of the participants’ passions in some way linked to a wish or dream about what they intended to achieve in their work. Oftentimes these
wishes or dreams were rooted in the beliefs, convictions or values they had. Only in one case, no such roots were
found. This was because the interview took place in an unusual setting (a train) and was carried out under time
constraints. However, it is assumed that the conversation would have generated similar insights if the interview
had been performed under ‘normal’ circumstances.
In some interviews, even a trigger could be found that had led to the ‘activation’ of people’s passions. Here,
one case stood out in particular, which also provides evidence regarding the origins of the person’s passion:
Upon recommendation of a colleague, one of the interviewees – a young woman – had attended a workshop on
story telling recently. Triggered by the event she suddenly realised how passionate she was about stories and in
particular about story telling. During the interview, it was found that this passion was very much rooted in her
belief that every individual constructs its own, unique truth or reality and that she would like to give everyone the
opportunity to tell this truth or story respectively. It moreover uncovered that many of her other passions inside
and outside K&S linked back to the idea of stories or story telling also. – The interview indicated that her passion
was a direct expression of her beliefs, convictions and values. This was also found true for the other participants
as well as at the collective level. For, the interview with one of the K&S founders showed that the organisation
was established based on the belief that every individual is special and thus deserves the greatest respect. It was
furthermore connected to the wish to bring out individuals’ uniqueness. Especially the latter can be discovered in
many of the statements of the other participants, too. One of them said he would like to contribute to people’s
happiness and growth for instance. Another person said he wants to enable people to do things their way, and a
third person replied he would like to give people the opportunity to fulfil their potential.
It follows from this that the people at K&S do not just have individual and collective passions but also personal and shared beliefs and wishes regarding the question: ‘What is my contribution?’
The factors that support K&Sers’ passions
Interestingly, the data analysis surfaced that the supporting or nurturing factors can be divided into three subcategories, namely: 1. Support factors on the individual level; 2. Support factors on the external level and 3. Support factors within K&S.
As outlined in Table 2.1, one of the key support factors for the participants on the individual level is their existing skills, competences and knowledge, as those three – more than other factors – shape the content and
quality of their behaviour and actions towards each other but also their clients.
43
Results
However, also the development and enhancement of these existing skills, competencies, and knowledge
was mentioned frequently – in particular if it linked directly to the enhancement of the people’s passions. Furthermore, the participants stated their passions were supported through their understanding of their own
strengths, beliefs or values. Finally, among others trust in one’s own abilities was said to be one of the ‘key feeders’ for passion.
Externally, only few but seemingly important factors have positive impact on the participants’ passions. Those
are: family members, friends, hobbies, (relaxing) environments and personal or business contacts. One participant said for instance:
“I do not have meetings in the evening. I avoid any work-related dinner, because between 6 and 8 pm I like to
be at home with my wife and my son.”
This quote indicates that his family plays an important role for the participant, since, as became evident in the
further course the interview, he could only feel passionate about his work if he had sufficient time to be with the
two people closest to him.
Within K&S, the broadest and most detailed description regarding ‘passion-friendly’ factors was found. The
core support factor appears to be the collegial network, which functions as a mean to grow and develop – as
individuals and as a company.
In addition, it nurtures the participants’ passions that they can, in fact must be authentic around each other,
and can share their emotions, passions, knowledge, et cetera. Lastly, the work environment and the organisational structure positively contribute to the enhancement of their passions.
Table 4.2: Factors that support K&Sers’ passions9
Individual support factors10
People’s:
• Existing skills, competencies,
knowledge
• Development and enhancement of
these skills, competences, knowledge
• Understanding of their own
strengths/ beliefs/ values
• Intuition
• Trust in themselves/ Selfconfidence
• Ability to actively create their circumstances or a time-structure that
suits their needs
•
•
•
•
•
External support factors
Family members
Friends
Hobbies
(Relaxing) Environments
Other personal or business contacts
•
•
•
•
•
•
•
9
Support factors within K&S11
Close, personal and professional
relationships between colleagues/
Connectivity between people
Everyone is authentic and shares
their emotions/ passions/ knowledge/ beliefs/ a part of themselves
Conversations with colleagues and
clients
Collegial support/ appreciation/
being taken seriously
Autonomy/ ownership/ entrepreneurship
Work environment (in terms of
people, processes and their actual
company building)
No formal hierarchies/ no ranks
The factors in this table are arranged in no specific order or ranking. Hence, all of them can be seen as equally important.
The list contains only those factors that were named by two or more participants.
11
The list contains only those factors that were named by two or more participants.
10
44
Results
In sum, there are diverse factors that stimulate the participants’ individual passions. In how far these also
nurture their collective passions can only be assumed. As people’s passions and the ‘organisational passions’ are
very similar however, it seems likely that the collective passion is positively influenced by the same support factors, respectively at least the support factors in K&S.
The factors that inhibit K&Sers passions
The analysis of the inhibitors of K&Sers’ passions, on the other hand, generated a lot less results than the
analysis of the support factors. Yet, the findings could be separated into the same three levels as outlined above.
As can be seen in Table 4.3, the key inhibitors on the personal level either result from psychological processes (e.g. doubts, insecurity, worry, etc) or physiological processes (e.g. stress, low energy, illness, etc). In one
case, a participant stated that one inhibiting factor had led to the emergence of another. At the time, she was at a
meeting with a large group of people. Suddenly she fell ill. While she was slowly recovering, she realised she had
played a role not only on the day of the meeting but also during those that had taken place beforehand.
On the external level, on the other hand, the constraints were said to be primarily inflicted by others (e.g.
demands form others, enviousness of others, not being taken seriously by others). They were moreover stated to
be process-related (e.g. external disturbances).
Finally, the participants named two inhibitors within K&S. Those linked to its organisational structure (e.g. no
formal regulations or guidelines) and its culture (e.g. need to arrange with the principles at K&S). Evidence for this
is for instance the subsequent dialogue:
“The hardest thing is being in a position or in a period maybe where you are not so much in touch to whatever
motivates you. “ J. went on. “This could be either because you have not yet been in situations where you’re able
to discover it or maybe a personal thing that makes it really hard to relate to this. So, our strength is to support
people in developing it but the other side is that if someone cannot find it, it’s very hard. Also, you, E. said that
you couldn’t fall back on others. On the other hand there’s always support.”
“You can fall back on others but you cannot fall back on some procedure or task description. In this sense, there’s
nothing to fall back on.” E. explained.
“Yeah, nobody will tell you what you like or what you are all about.” I attempted to rephrase what E. had said.
E. and J. strongly nodded their heads […].
Intriguingly, several of the factors the participants mentioned were hypothetical – particularly those mentioned under external inhibitors and inhibitors within K&S. That is, the participants did not experience them at the
time but either spoke from experience and/or shared their thoughts on likely factors.
Table 4.3: Factors that inhibit K&Sers’ passions
•
•
•
•
•
•
•
•
Individual inhibitors
Having to play a role
Doubts/ Uncertainty/ Insecurity
Worry
Embarrassment
Little time/ Stress
Personal difficulties or constraints
Low energy
Illness
•
•
•
•
External inhibitors
Too high/ too low demands from
•
others
External disturbances (e.g. noise, •
calls; etc)
Enviousness of others
Not being taken seriously by others
45
Inhibitors within K&S
Having to adapt and comply to the
principles at K&S
Lack of formal regulations or
guidelines
Results
Findings regarding the corporate culture of K&S
In addition to the findings listed above, the data analysis led to the emergence of various aspects regarding
K&S’ corporate culture. As stated in the research design chapter, these could best be summarised using the fourdimensionality model introduced in the end of the second chapter of this thesis.
Figure 4.1 provides a detailed image of how the corporate culture at K&S has displayed during the research.
It was derived from the interviews, observation sessions, as well as the day-to-day experiences while researching
in the company. The mini-story that follows the model shall provide further proof for this. It describes a typical
research day at K&S.
Figure 4.1: Model of the corporate culture of K&S
46
Results
As usual, I almost miss the entrance to the K&S office. Only after reading the nameplate, I know I am in the right place. I ring
the doorbell. A friendly voice says something in Dutch to me that I do not understand. I respond by saying my name. The
sound of the buzzer invites me to enter the building. While I make my way to the stairs that will lead me to the ‘heart of K&S’, I
look in the meeting rooms on the ground floor. They are spacious. Some walls are painted in colour. There are comfortably
looking chairs and tables. ‘What a stimulating environment’, I think.
I walk upstairs and into the office of the ‘Good office team’ or the ‘Go-team’ as I have learned. “Hello Romy, how are you?”
Two smiling faces welcome me. “I am fine. Thanks!” I reply and stay for a quick chat. It seems the ladies are not as busy
today. That is nice, I say to myself. They really seemed a little stressed the past few times I came by.
After a few minutes, I make my way into the large common meeting room. On my way there, I pass several photographs.
Some show all K&Sers, others only individual K&Sers together with their kids. It is a family-like environment. ‘Am I really in an
office?’ I ask myself.
I do not have a lot of time to think about this question, since, as soon as I have passed the mini-library, I enter the large meeting room, where the K&Sers commonly work and meet.
As soon as I come in, I see the impressively big, wooden table and the sheer endless amount of chairs. Then I notice three
laptops that are connected to cables coming out of the wooden table and that are placed where people have seated themselves. Only now, I look into the faces behind the PCs and discover how familiar they have become to me over the past
weeks.
The three K&Sers greet me with a warm and friendly ‘hello’ and ask me right away how I am and how the work on my thesis
progresses. While I answer people’s questions, I choose a spot at the wooden table and settle by unpacking my things.
As soon as I am done, someone gets up. “I am sorry, I have got to leave, but I have a meeting.” The K&Sers shuffles together
some papers, takes his bag, and disappears into one of the meeting rooms situated on this level of the building. The laptop
remains where I first discovered it.
A few minutes later, I see him coming out of the room again to welcome a – to me unknown – person. The smiling and body
language of the K&Ser and the stranger tell me they are happy to see each other. ‘Is this another of the K&S colleagues or a
client?’ I wonder. I cannot tell. I only observe that they are continuously talking, while getting some drinks and cookies. Then
the door to the meeting room closes. – This must have been a client, I suddenly conclude. If the person were a member of
K&S, he would have come over right away and would have introduced himself. K&Sers always do that! They welcome you to
their organisation individually!
Meanwhile my interview partner has arrived. After going through the same ‘welcoming ritual’, as I have already twice before
today, my interviewee asks me: “Shall we stay here or sit in the garden?” I look outside the windows of the large common
meeting room. “Let us go outside. The weather is nice today.” I answer. “Then let us take some drinks and cookies first before
we go downstairs. Okay? What would you like? Tea? Coffee?” While I respond to the questions, it once again hits me how
typical this is for K&S. People here always take something to drink with them and they even prepare it for one another. This
would not be happening in many German companies, I reflect. The people there seem so driven by statuses and hierarchies
that they appear to loose sight of the person next to them. At K&S however, there is no formal hierarchy or ranking system, I
remind myself. Everyone here is equal – at least at first sight. On second sight, one begins to see that people have different
positions. Some K&Sers are so-called core entrepreneurs, while others work as partners, associates, or employees. Though:
One needs to be told to know what the exact positions are.
Once the drinks are ready, my interview partner and I walk downstairs and into the big, beautiful garden, which creates a very
relaxed, almost homely atmosphere. As soon as we sit down, we begin with our conversation. The interview is quite intense,
as it covers many aspects and thus demands my highest concentration. So, admittedly, I am a little exhausted when we end
our talk. On the other hand, I feel content. For, as usual, I have seen sparkling eyes when my interviewee talked about his
various passions and, as usual, I have learned about at least one new book, theory or intervention. Since, at K&S the words
‘passion’, ‘knowledge’, ‘learning’ and ‘development’ are embedded in their daily vocabulary. This is what they are about.
After my interview partner and I have briefly reflected on the interview process, we go back inside the building. Before we
take the stairs to the ‘heart of K&S’, we put our dirty cups and spoons in the dishwasher. Every K&Ser does it this way. Only
under time pressure, someone from the Go-Team might be asked to do it instead.
When my interviewee and I arrive back in the large common room, I discover new laptops and new faces. Right away, we are
welcomed with open arms – or at least my interview partner is greeted this way, as one of the K&Ser working at the wooden
table suddenly gets up, hugs my interviewee and kisses him in the Dutch way, i.e. three kisses on the cheeks. It still amazes
me every time I see this.
I look at my watch. My train to Enschede will leave very soon, so I pack my bag and put on my jacket. As soon as I am done,
one of the persons working at the wooden table asks me in a friendly voice: “Are you leaving?” I nod. “Have a safe trip then,
Romy.” “Thank you!” I say and turned to the other people in the room I add: “Bye everyone!” “Bye!”’ it sounds back at me.
“See you soon.”
While I walk to the front door, I realise that I am smiling. ‘Why am I smiling? ‘I think to myself. Because I experience something here that I have not experienced many times before, I reflect. ‘And what is it that I experience?’ I ask myself. That I can
be myself here. I even must be myself here, I realise. For, authenticity is the one primary condition K&Sers have in all interactions with one another. This is where everything starts from and where everything ends.
With this thought, the front door to the K&S office clicks shut. I happily walk to the train.
47
Results
The model and the story demonstrate that K&S has a very distinct corporate culture that is first and foremost
driven by ‘authenticity’, ‘connectivity’, ‘appreciation’, and ‘autonomy’. The culture is people-focused and the
K&Sers enjoy a mixture of contributing to the learning and development of others as well as their own.
This also became evident in the names and images they have chosen for their company culture12. One participant entitled the K&S culture “appreciative challenging” for instance. Another one described it as “connected”,
while a third and a fourth one called it a “network culture” and a “laboratory to experiment” as well as a “(second)
home”. Likewise, people drew images of a “garden”, a “spider’s web” and a “scale”. All this indicated that K&S is a
place for change and growth, for knowledge and innovation, for people who are independent and yet part of a
collective.
On the other hand, as for example the quote about the inhibiting factors at K&S has shown, all these elements come at a ‘price’. For, not everyone might easily cope with having no formal hierarchies or ranks and no
strict guidelines, standard procedures or rules. In addition, it can be difficult to give something of oneself, if one
cannot connect with one’s inner needs.
In short, K&S is a place for learning, growth and development. It is a company for passions and spirituality. It
is a work environment with few tangible boundaries but a very perceptible workplace design. It is an organisation
whose members represent the corporate culture, i.e. an organisation in which every individual proactively maintains, shapes and nurtures the culture. Finally, it is a business, whose cultural features extend to the client network. Thus, it was found true what they say about themselves, namely:
“Our work is based on a specific perspective of knowledge and learning which we not only apply to creating
tailor-made approaches and instruments for our clients, but also to our own way of working together.
We call ourselves The Learning Company to express that we are a learning organisation that applies the same
principles to our own work as those on which we base our advice. Through our collaboration, we want to increase the learning capacity and knowledge productivity of our clients. We accomplish this by learning from –
and with – both, fellow professionals and clients.”
(www.kessels-smit.com)
4.1.2
Interim summary of the main findings at Kessels &Smit
In sum, the research process at K&S generated the following, overall findings:
•
The participants at K&S said to be passionate on an individual and a collective level.
•
They named various causes and triggers for their individual and collective passions. Those were oftentimes rooted in their beliefs, convictions, or values and linked to the question: What is my contribution?
•
The participants stated their passion was nurtured by factors that supported them personally, that supported them externally or that supported them in K&S.
•
They were equally influenced by elements that inhibited their passions. These too related either to themselves, the outside world or features in K&S.
•
12
Finally, the analysis of the findings relating to the corporate culture of K&S showed three main elements:
Please refer to Appendix J for an overview of the images that K&Sers drew of their culture.
48
Results
1. That K&S’ dominant features link to all dimensions of the four-dimensionality model introduced in
the second chapter.
2. That K&S is a very people-focused organisation that is build on the columns ‘authenticity’, ‘connectivity’, ‘appreciation’, ‘autonomy’ as well as ‘learning and development’.
3. That K&Sers are consisted in what they say and do.
4.1.3
Main findings at Hotel Bristol
The interview and observation process at Hotel Bristol was equally intense and stimulating as at K&S. However, it was also a lot more challenging, as many of the participants had not engaged in in-depths conversations
about themselves and their work ever before. Moreover, as pointed out in the research design chapter, trust
needed to be earned first before the participants shared their true thoughts, ideas and notions.
The content of the Hotel Bristol-participants’ passions
As Table 4.2 shows, the participants mostly said to be passionate about their current job or work field (e.g.
cooking, restaurant service, housekeeping, etc). Two persons had a passion for their current, respectively their
former hobby, and yet another one about a job in another field. Finally, two participants were particularly passionate about creating nice atmospheres.13
Table 4.4: Overview of people’s passions at Hotel Bristol
Participant
1
•
2
•
3
•
•
4
•
5
•
6
•
7
•
•
8
•
9
•
10
•
11
•
12
•
13
•
14
•
Individual passions
Unknown
Current job
To create nice atmospheres
Current job
Unknown
Current working field
To create nice atmospheres
Unknown
Current job
Hobbies
Job in another field
Unknown
Former hobby
13
The answers on people’s passions are somewhat imprecise. This has two reasons. Firstly, all of the participants requested
to make their data as anonymous as possible. Secondly, a large amount of persons had trouble naming their passions. Thus,
the information had to be extracted by considering other factors like reading their body language as well as using the findings
from the observation sessions and combining it with what they said.
49
Results
In some cases, it was not clearly determinable whether people were passionate or not. This did not mean
these people had no passions. Rather, the interview process had not been sufficient to generate whether they
were and if so, what they were passionate about.
Also, a collective passion could not be found at Hotel Bristol. Although the participants named several positive factors that bound them to each other, they yet did not translate into a shared passion. Instead, they were
labelled as support factor, since the participants’ statements included no indication that their existed a ‘common
theme’.
It follows from this that the passions of the participants at Hotel Bristol only linked to the individual level.
The causes and triggers of Hotel Bristol-participants’ passions
An interesting phenomenon was found with regards to the question what the participants’ passions were
rooted in. For, as the following exemplary quotes and dialogues show, none of participants could give a clear
answer to it:
“I cannot tell. It is simply a feeling deep down in my heart…”
“Has it always been your wish to work in a hotel?” I asked.
“Always!” M. replied with a great smile on her face. “That was my dream. From an early age on.”
“Wow!” I answered in great admiration. “Can you tell what this wish was rooted in? Why was this so important to
you?”
“I don’t know… It has simply been given to me.” M. responded.
“[There came a time when I had to decide for a job.] And I told my parents I would like to do this particular job and
ever since I am doing it. And I like it!”
I was stunned. This sounded simple. I was intrigued. “So you simply tried? Or where did this come from? – I
mean I find it quite unusual that someone decided to do this job from one minute to the next.”
S. laughed. “No, but after I had finished school […], I had to do an apprenticeship and it was in my current working field.”
“That was the kind of job where you felt it could be most enjoyable for you?” I enquired once more.
“Yes!” S. answered and added: “Where this came from – I don’t know. It was a decision I had made and I stuck to
it.”
It follows from this that it is not always necessary to understand the roots or dimensions of one’s passion to
see, to hear, or to feel it.
Furthermore, various participants named triggers for their passions. Oftentimes it had been either family
members or other, external contacts that had advised them or prompted them to carry out a job in gastronomy or
in their current field of business, respectively. In one case, the participant had decided for his momentary job after
seeing someone else doing it, for example.
Thus, like at K&S, mainly other people or external events had triggered the activation of participants’ passions.
50
Results
The factors that support Hotel Bristol-participants’ passions
The findings regarding nurturing factors of people’s passions could be divided into the same categories as at
K&S. That is: 1. Support factors on an individual level; 2. Support factors on an external level and 3. Support
factors within Hotel Bristol.
Table 4.5: Factors that support Hotel Bristol-participants’ passions14
•
•
•
•
•
•
•
Individual support factors15
People’s existing skills, competences, knowledge
People’s development and enhancement of these skills, competences, knowledge
To possess personal and professional experience
To have ambitions
To have autonomy
To understand one’s own strengths
and weaknesses
To be around people with similar
interests
•
•
•
•
•
External support factors
Family members
Partners
Friends
Hobbies
Other personal or business contacts
Support factors within Hotel Bristol16
• Collegial support/ Teamwork
• Interpersonal relationships between colleagues
• (Personal) relationships with
guests
• Autonomy
• Communication
• Appreciation/ Praise
• Work climate
As Table 4.5 indicates, also at Hotel Bristol it was found that people’s existing skills, competences and
knowledge, respectively the active development of all three were the greatest individual support factors with regards to passion. Other vital elements were personal and professional experience, ambitions and autonomy.
Finally, some participants explained that it was helpful to be around persons who worked in gastronomy for similar reasons they did, namely because they truly enjoyed their field of business – with its positive and negative
aspects.
On the external level, the participants’ families, partners, and/or friends were top of the list. This was significant because many of the participants stated they had lost friends or partners since working in the hotel business
due to the shift work and long working hours. Many of them moreover said that if their current friends or partners
did not work in the field of gastronomy also, they were sure they would have left them as well. Lastly, the participants also answered that their hobbies as well as the personal interaction with guests (independent of Hotel Bristol) stimulated them positively.
The list of support factors within Hotel Bristol was partly similar and partly different from the one at K&S. For
instance, like at K&S, the main support factor in Hotel Bristol is the people themselves. Without exception, all of
the participants emphasised that the great collegial support and the nice interpersonal relationships between
colleagues were the major reasons that supported them in their work, respectively their passion. Some even
stated they felt their colleagues at Hotel Bristol had become like a second family. Others however made a difference between colleagues in ‘normal’ or managing positions and colleagues from general management. This was
14
The factors in this table are arranged in no specific order or ranking. Hence, all of them can be seen as equally important.
Due to the larger size of the sample, the list contains only those factors that were named by three or more participants.
16
Due to the larger size of the sample, the list contains only those factors that were named by three or more participants.
15
51
Results
largely due to the fact that they wished for a different support from general management than from their regular
colleagues.
A fair amount of participants moreover mentioned the guests as an element nurturing their passions. Several
persons stated for example that they knew many guests by name and that these guests asked for them when
they had a day off or were on holidays.
Thirdly, particular the participants working in managerial positions liked that they were able to work autonomously in Hotel Bristol. That is, they were allowed to create and organise their department or working space
(meaning both physical and psychological) as they wished, without being continuously controlled or checked on
by general management.
Lastly, some persons stated that the communication, the work climate and the appreciation or praise in Hotel
Bristol was nurturing their passions. This was particularly intriguing because various other participants entirely
disagreed, as the next section will show.
Overall, however, the participants largely agreed on the factors that positively influenced their passion on a
personal, external and/or organisational level.
The factors that inhibit Hotel Bristol-participants’ passions
The data analysis of the inhibiting factors produced similarly as many results as for the list of supportive elements. They too could be divided into the sub-categories stated above.
As can be seen in Table 4.6, the most common inhibitors on the individual level were: fear of change, laziness/ convenience, self-imposed barriers, self-confidence and/ or doing too much/ going over one’s limits. In
addition, stress as well as routine and monotony were said to have a negative effect on the participants passions.
An example of the former is the following quote:
“In my view I should leave, because I need to get to know other things and also, I have further plans for my
future. And here I do not see any long-term perspectives. – But, on the other hand, it is convenient [to stay here]
since there is no authorities and thus no pressure.”
On the external level, the participants mentioned it was somewhat inhibiting them if people did not have similar affections for their job as they had, i.e. if they did not share the same enthusiasm or work ethic for their job.
Moreover, several persons stated that it had impacted or currently was impacting on their passion that friendships
or partnerships had broken down because of their jobs in hotel business.
Finally, the participants named inhibitors within Hotel Bristol. The most frequent factors were: lack of personnel and too little appreciation or praise. Also too little innovation was one of the reoccurring statements. Particularly younger participants were puzzled by the old-fashioned interior and service. Even though they currently still
felt happy in their work at this point in time, they yet worried about the long-term prospective of the hotel and thus
their positions. It was especially frustrating for them that their concerns were not taken seriously by general management. Lastly, the lack or quality of communication between general management and staff were said to be
inhibiting. Here, one example stood most. While talking about how complaints were handled, one participant
52
Results
stated that many of the grievances were only forwarded to the department when nothing could be done about
them anymore. For, guests’ complaints were usually written in a book that was first given to general management
and only then to the department.
In short, compared to K&S, the participants at Hotel Bristol named quite extensive lists of factors that inhibited them either on a personal level or on an external respectively organisational level.
Table 4.6: Factors that inhibit Hotel Bristol-participants’ passions
•
•
•
•
•
•
•
Individual inhibitors
Fear of change
Laziness/ convenience
Self-imposed barriers/ Assumptions
Self-confidence
Doing too much/ Going over one’s
limits
Stress
Routine/ monotony
•
•
External inhibitors
People who do not have similar
affections for their job
Break-ups of friendships/ partnerships
•
•
•
•
•
•
•
Inhibitors within Hotel Bristol
Lack of personnel
Too little appreciation/ Too little
praise
Too little innovation
Too little fostering of talent/ No
active development of people/ No
promotions
Not being taken seriously by general management
Low work ethic of some staff
Lack of communications from
general management/ Too little
room for discussions/ Ways of
communication about problems/
difficulties
Findings regarding the corporate culture of Hotel Bristol
Like at K&S, the data analysis also surfaced a large amount of data regarding the corporate culture of Hotel
Bristol. They too could be summarised using the four-dimensionality model (Fig. 4.2). The figure was developed
based on the findings from the interviews, observation sessions and daily experiences and impressions while
researching at Hotel Bristol. The mini-story that follows the model shall be an account of this.
53
Results
Figure 4.2: Model of the corporate culture of Hotel Bristol17
17
There are deliberately no tips of arrows reaching from the ‘passion box’ into the four dimensions. For, although there is
passion in the organisation it is rather enclosed in the individuals only. That is, it is not a consistent element in either of the
four dimensions.
54
Results
As usual, I already see the front of Hotel Bristol, as soon as I pass the bridge that is built under the train tracks at Bonn central station. While I walk over to the main entrance, I glance at the red carpet that leads me to the big, automatic glass door.
As soon as the sensor that activates the door recognises me, it opens and I step inside a huge hall.
The first thing I recognise is that the hotel is rather busy these days. There are several people in the reception area who
either talk to the hotel staff or sit on the little sofas that are situated right by the main entrance. Some other people seem to
wait for the elevators.
I walk over to the reception, where I am welcomed by a friendly voice: “Good morning, Ms Steinhäuser!” “Good morning!” I
reply before I ask right away for my interview partner. ‘One second, I will call her. Have a seat on the sofas meanwhile.’ the
friendly receptionist replies.
I do as I am told and sit down in the sofa area. While I wait for my interviewee, I look around. The interior of the hotel is quite
nice, I think, even though it seems somewhat stuck between the 1970s and the 1990s. No, the hotel is not particularly modern. Instead, heavy and earthy colours dominate the picture.
My eyes wander back to the reception area again. I see one of the receptionists talk to a guest. They are both smiling and
laughing. I pick up the words “Yes, of course, Mr So-and-so.” I do not catch the name but I remember that I was told that this
short sentence was key in hotel business. ‘Yes, of course…’.
Meanwhile my interview partner has arrived. “Hello, Ms Steinhäuser”’, she says. I greet her back before she confronts me
with the question I hear before almost every interview: “Where are we going to have our conversation?” Somehow, it upsets
me a little that there is no proper meeting room and that people leave it up to me, the stranger to this hotel, to find a quiet
place to talk. However, after a split second, I suggest to go downstairs into the Kupferklause. This is where I have carried out
most of my interviews anyway and this is where I like it best. For, the pub might be a little dark but it has atmosphere in my
eyes.
My interview partner asks her colleague at the reception for the key. Then we walk downstairs.
As soon as we arrive, we sit down at one of the tables and I start the interview. The interview process is somewhat difficult.
My interview partner seems nervous. So I try to create a relaxed and warm atmosphere by putting myself in a comfortable
position as well as by sharing my appreciation and thoughts whenever possible. It seems to work. In the end, my interviewee
is surprised that the time has passed so quickly. I take it as a compliment and thank her for our talk.
We walk back to the reception area together. On the way, my interview partner and I meet two of her colleagues. I only know
one of them, yet the four of us exchange smiles and greet each other with a quick ‘hello’. At least I can distinguish the guests
from the staff here, I think to myself. For, everyone at Hotel Bristol wears a uniform.
When we have finally reached the reception, my interview partner rushes off. The hotel is fully booked, so there is a lot of
work to do. I look through my documents to check the name of my next interviewee for the day. Then I turn to the friendly
receptionist from the morning and tell him the name of the person I need to talk to now. Once again, he asks me for some
patience. ‘No problem!’ I reply.
It takes several minutes until my interview partner arrives. While I wait – this time I do not sit down in the sofa area however
but remain near the reception area – I look into the small office right behind the reception area. ‘How can anyone feel comfortable there?’ I ask myself, remembering the first time I had been in there. Back then, the first things I had noticed was the
dreariness, the old furniture and the lack of proper storage space. And this is what comes to my mind first still as I look at it
now.
In the meantime, my second interviewee arrives. Again, we go through the ‘where-shall-we-go-procedure’. My answer is the
same: Kupferklause!
The things that happen next are the same as before. Also the third interview later that day follows a similar pattern. In that
respect, I feel a little as if I work on an assembly line. However, as the people are so kind to help me out with my research
despite their sincere lack of time, I try to adapt as much as possible to their needs. Moreover, every interview seems like a
small present. Since, each conversation takes me to yet another stop on my journey and with each conversation I gain a
better grip on what Hotel Bristol is all about and slowly but surely, the people at Hotel Bristol begin to trust me.
Before I leave the hotel that day, I pass by Café Bierhoff. I always need to walk into another part of the hotel to meet the
people working in the various departments. When I arrive there, I am told that the person I am looking for has a day off. ‘But it
is Wednesday!’ I think. Then I remember that the people in the hotel work in shifts. Hence, their typical working week does
not go from Monday to Friday. – I decide to leave and go home.
On my way out, I glance over to the reception. Everyone is busy. Nobody notices that I am leaving. So, without saying goodbye, I walk back out through the big glass doors, down the red carpet and over the bridge built under the train tracks.
As can be seen through the model and the story, Hotel Bristol’s culture can firstly be characterised by the
words ‘friendliness’, ‘loyalty to one’s colleagues’ and ‘guest service’. For, people are very friendly with each other
as well as their guests. They support each other and work through difficulties of their daily jobs together. Lastly,
they are very customer-focused. It is like one of the interviewees said: “The guest is a holy relic.”
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However, it also becomes evident that the culture is little people-driven. Few individuals take responsibilities
for their actions in the sense that they think or feel ‘this is my or our hotel’. Moreover, there is little connectivity
between the people, i.e. few things bind them to each other.
This distinction also becomes visible in the pictures and images various participants have chosen to describe
the culture at Hotel Bristol18. Some have visualised the loyalty and connectivity between different people in forms
of interlocking circles or a family house. Others have focused on the fact that the hotel is not people-focused and
have drawn hierarchies as well as a picture of general management sawing off the branch of a tree, while remaining on the safe part.
Lastly, particularly with regards to the inhibiting factors mentioned by the participants, there appear to be
various unsaid things inhibiting the relationship between staff and general management. Therefore many people
seem to experience resignation and frustration instead of joy and passion.
In sum, Hotel Bristol is a place of service. It is a company of hierarchies and ranks. It is an environment of
loyalty to one’s colleagues, which does not necessarily include general management though. It is an organisation
whose members show little awareness that they are the culture, i.e. that it is in their hands to create the environment they would like to have. Finally, it is a business whose cultural features are visible to their guests on a superficial level only. Therefore, it might be true that Günnewig Group says about itself:
“Each Günnewig Hotel & Restaurant is individually managed and has its own unique character and style. We
place high emphasis on comfort and ambience as well as on quality and service.
It is not only the personalised service, which distinguishes the Günnewig Group. We pride ourselves on our
ability to take care of you, our guest, in our own special way.”
(www.guennewig.de)
However, it also indicates that the group is very outward-focused and concentrates less on what happens internally – at least in case of Hotel Bristol.
4.1.4
Interim summary of the results at Hotel Bristol
Overall, the research process at Hotel Bristol generated the subsequent key findings:
•
The participants at Hotel Bristol said to be passionate on an individual level only.
•
None was able to name the causes and roots for their passion. Several persons could tell however, what
had triggered their passion.
•
The participants stated their passion was nurtured by factors that supported them on a personal level, on
an external level and within Hotel Bristol.
•
The same categories could be used to explain elements that inhibited their passion. That is there were
personal, external as well as Hotel Bristol–specific inhibitors.
•
Finally, the analysis of the findings regarding the corporate culture of Hotel Bristol too could be summarised in the four-dimensionality model introduced in the second chapter. It indicated that the actions in
18
Please refer to Appendix K for an overview of the pictures and images chosen by the participants regarding their corporate
culture.
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the hotel primarily focus on the guests and the service that is offered to them. This might have led to a
lack of focus on the staff of the hotel though and could explain the mixture of positive elements (e.g. collegial support) and negative elements (e.g. not being taken seriously by management).
4.2 Further findings regarding the concept of passion and corporate cultures
In addition to the case-specific findings outlined in the first part of this chapter, the analysis surfaced various
other themes related to the concept of passion, the concept of corporate cultures and the links between both. The
following sections present the outcomes of this process. For feasibility purposes, they will be organised under the
theme of the research questions:
4.2.1
•
The elements of the concept of passion
•
The elements of the concept of corporate cultures and the links to passion
The elements of the concept of passion
Overall, the analysis generated three sub-themes with regards to the concept of passion: 1) The effects of
passion, 2) The elements of the ‘passion process’ and 3) Towards a comprehensive model of the concept of
passion.
The effects of passion
As indicated in the descriptions of the main findings at K&S and Hotel Bristol, the concept of passion does
not only relate to a theme, job or task but also possesses a behavioural component, i.e. passion is visible, audible
and perceptible. – What does this mean?
For instance, as outlined in the subsequent list, they demonstrated that passionate people generally display
great joy, excitement, and enthusiasm about the things concerning their passion. They tend to carry on in difficult
times and are apt to be innovative. Moreover, passionate people express a deep sense of fulfilment, contentment,
and/or pride as well as frequently display their passion independently of other people’s actions or behaviour. In
addition, there often are clear physical sign when people feel passionate about things (e.g. sparkling eyes, energetic gestures or movements, smiling etc.). Finally, passionate people tend to have the ability to spread their
passion onto others. This does not mean that the other people will become passionate about the same things but,
as the findings of many of the observation sessions with K&Sers suggest, passionate people appear to trigger
others into reflecting on the question ‘what is my passion’.
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Passionate people...
• show joy, excitement, and enthusiasm when they carry out the things they are passionate about.
• express a deep sense of fulfilment, contentment and/or pride.
• are apt to continuously search for ways to enhance their skills, competences or knowledge regarding
their passion.
• are likely to carry on in the face of adversity.
• tend to display their passion independently of other people’s behaviour or actions.
• have a very dominant body language (e.g. sparkling eyes).
• are apt to have many innovative ideas.
• tend to ‘spread’ passion.
Interestingly, the study also pointed out though that passion could cause negative effects such as rejection,
confrontation, feelings of fear and insecurity or withdrawal from the passionate person. An illustration of this is an
incident that occurred during one of the workshops that was observed as part of the research process within K&S.
It illustrates how the passionate behaviour of the K&Ser first led first to the rejection of her ideas, then to a confrontation and finally to the withdrawal of one workshop participant.
As the workshop went on, the discussion turned to the question whether training was still relevant in the face of
individual learning processes. At this point Saskia offered some theoretical input on how the view on knowledge
had changed over the past decades as well as on Kolb/Schein’s action learning cycle. It was happily accepted.
So she passionately began talking about the cycle and tried to explain its implications. In the middle of her
explanation however, she suddenly got interrupted. For, the only male participant rudely began opposing to what
Saskia attempted to get across. Saskia remained calm but she yet replied determinedly: “I want to build a
platform for everyone and I want to give something back to you.”
“Now you are teaching.”, the male participant responded and began explaining what was bothering him. Saskia
sat down. When the guy had finished, she got up again and presented the last part of her theoretical input.
Visibly annoyed the participant breathed heavily. It repeatedly seemed that he wanted to say something but
interestingly he did not.
Hence, it can be argued that passion can have both, positive and negative effects. This does not mean however that the people’s passions in themselves are positive or negative. For, the findings in this study clearly demonstrate that passion is experienced as a positive state. As it does not only have a content and behavioural component but also an emotional and spiritual one, it triggers people in different ways.
Finally, the findings suggested that the positive and negative effects have impact on people’s perception and
experience of the supporting and inhibiting factors of passion. – How did this show?
The simplest way to explain this mechanism is through examples. The first two boxes outline participants’
statements from the interviews and observations in which passion had a positive effect and once led to a reinforcement the person’s passion and once to an inhibiting reaction. The last two boxes provide examples in which
the passion had a negative effect that strengthened the person’s passion in one case and that constraint the
person’s passion in another.
Example 1 (Positive effect Supporting factor):
The following example stems from an interview at K&S. It is indicative for how the positive effects of someone’s passion can reinforce his or her supporting factors.
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After A. had given me insight into her daily practice, we discussed one of her current projects. She told me that
project work was not normally part of her regular tasks but that it had yet become a steady ‘treat’ for her in the
past weeks and months. For, while working on a large-scale-project with one of her colleagues a year ago, she
had discovered how much she enjoyed supporting him by writing up development reports or by joining him during
appointments with the clients from time to time. In short, it had fulfilled her, as she – like she said later on – had a
passion for psychology and people.
A. moreover stated that the incident had led to a boost of her self-confidence, as the collaboration with her colleague had been based on stimulation and appreciation. This was also the reason why she had offered her support to her colleague when the project she was currently working on came in.
Example 2 (Positive effect Inhibiting factor):
This second example is taken from an interview at Hotel Bristol. It shows how a positive effect of passion can
turn into an inhibitor.
“Well, let me tell you exactly how the incident took place!” E. began talking about her critical incident. “About 15
years ago we had a guest – he was around 60 years of age – who called at the reception because two of the TV
programmes were fuzzy. As I am responsible for those kinds of tasks, I went to the guest’s room and exchanged
the TV cable. The programmes remained fuzzy though. – I thought: ‘What can you do?’
So, I went into the next room, took the TV from there, and replaced it with the one in the guest’s room, while
apologising to him for the inconvenience and telling him how sorry I was. But the just looked at me with a fierce
expression on his face and said: ‘Hurry up!’
When I turned on the TV from the other room, the programmes were still fuzzy. Thus, I called the reception and
asked for spare rooms. Luckily, there were still one or two available and so I offered the guest to move him including his luggage. However, he only replied in an aggressive voice: ‘No, I do not want to move. I will stay here. And I
want you to resolve the problem with the TV programmes immediately. I don’t care how you do it.’
Upon this, I suggested that he could maybe watch another programme but he just said: ‘No!!! In one hour (i.e. at
8pm) I will leave from here and when I come back around one o’clock I want the programmes to run perfectly.
Otherwise, I am going to get very angry!’
In this moment, I got so furious with the guest that I could have strangled him, because the expression on his face
suggested that his actions were deliberate. All I wanted was to leave the room but then I would have had a bad
conscience.
Thus, I tried some other things but nothing worked. In the end, I called the former director of the hotel and told him
what had happened. He just said: ‘Put a bottle of champagne in his room and do not bother any longer.’ So, I did
and went home. On my way there, I thought for the very first time: ‘Well, this isn’t my hotel!’”
Example 3 (Negative effect Supporting factor):
The subsequent excerpt is from another interview at Hotel Bristol. The example points out how someone’s
passion can be strengthened despite having a negative effect.
“Did you always want to do this job?” I asked.
“Yes, I think I wanted this job from a very early age on. My mother had worked in this business. Unfortunately, she
had to give it up due to health problems. This is also the reason why she has long fought against my plans to do
an apprenticeship in restaurant business. However, I was prepared for what would await me, as I had worked as a
waitress for one year prior to starting my apprenticeship. That was also when my mother finally understood that
she could not hold me back.”
B. paused. Then she added: “And I am actually very proud of myself because I have completed my apprenticeship
six months before it would have normally ended. In addition, I am now working in a managerial position – only
one-and-a-half years after completing my apprenticeship. Usually it would take at least two to two-and-a-half years
to be in such a position.”
Example 4 (Negative effect Inhibiting factor):
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This last and final example is an extract from an interview at K&S. It is symbolic for how an individual’s passion can be constraint, if it has generated a negative effect beforehand.
After R. had told me about his first critical incident, he switched to the second.
“The other critical incident involved another colleague of mine” R. said. “At the time he was not working for K&S
yet but we had met several times to discuss whether he would be joining us or not.”
R. stated that from the beginning he had been very pushing about the colleague working at K&S, as he felt passionate about him and was convinced that he would make a great contribution to the organisation but also to his
own professional development.
However, the more R. expressed his passion, the more the colleague seemed to reflect on whether it was right for
him to join K&S or not.
At one point in this process, R. suddenly realised that “all options were open”. That is, there was nothing, he could
do or say anymore that would positively influence his colleague’s decision process. This was very confronting for
him, as he discovered the ‘boundaries’ of his passions through this process. Moreover, it had taught him that it
was sometimes necessary to “regulate” one’s passions.
To his delight though, the colleague had decided to join K&S in the end.
The examples indicate that passion can lead to very diverse mechanisms. They furthermore suggest that
someone’s passion, its effects, and the factors it is influenced by underlie the law of causality. Thus, it can be
argued that all three are parts of a cyclic process.
The elements of the ‘passion process’
Interestingly, the study led to the emergence of another process, namely the so-called ‘passion process’.
Unlike the course of action explained above, it did not follow a causal chain though. – So, what did it follow instead?
To understand the so-called ‘passion process’, it is important to identify its elements. According to the findings from the interviews and observation sessions, there are three distinct phases: 1) a recognition phase, 2) a
maintenance phase and 3) a development phase.
1)
Recognition phase: As shown in the first two parts of this chapter, the people at K&S and at Hotel Bristol
showed very different levels of consciousness regarding their passions. While almost all of the K&Sers
could specify the content, causes and triggers of their passions, many participants at Hotel Bristol had
difficulties in naming their passions respectively stating what they were rooted in or triggered by. In
short, some participants seemed to have gone through an active process of recognising and labelling
their passion, while others had not.
2)
Maintenance phase: Surprisingly, yet almost all of participants said that they actively maintained their
passion or showed concrete signs of this. For instance, the fact that they worked in jobs they were passionate about or that they had chosen a stimulating and ‘passion-friendly’ organisation seemed to confirm that the participants had visibly preserved their passion.
3)
Development phase: Some of the cases it was even found that the participants conscientiously developed their passion. For, as outlined in the overviews of the company-specific findings, at both K&S and
at Hotel Bristol various persons attended specific courses or education programmes to enhance and
add to their passion.
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It follows from this that the ‘passion process’ consists of three distinct phases that do not relate to each other
at first sight. However, the fact that the participants who actively developed their passion could only be found
among those who had recognised it, suggests that people might maintain their passion without being consciously
aware of it. They possibly do not develop it further though.
Thus, the process can be illustrated in the following way:
Figure 4.3: Model of the passion process
As Figure 4.3 shows, the passion process has the shape of a triangle. The process generally starts in the
recognition phase, runs through the maintenance phase and finally returns to the development phase to initiate a
new process. However, as indicated by the small arrows in the maintenance circle, passion can ‘exist’ also by
running through the maintenance cycle only. For, as explained above, it seemed that some participants had not
gone through an active phase of recognising their passion or had passed onto a stage of developing their passion. It is thus assumed that the passion process can function independently of the other two phases.
Towards a comprehensive model of the concept of passion
Both, the outline of the main findings from the data collection processes at K&S as well as Hotel Bristol and
the previous overview of the results from the aggregate analysis point out that passion consists of various, separable elements. These seem to follow a cause-process-effect-principle that functions similarly to a light bulb.
For, in order to turn on a light bulb, generally a switch (trigger) is pushed that activates an electric circuit
(cause). Once this is set off, the light bulb begins to beam. This phenomenon is visible and perceptible to others,
as the room or lamp becomes brighter and the light bulb warms up. Depending on whether a transformer is used,
the process is also audible in form of a humming sound (effect).
The strength of this light beam depends on how many electrons flow through the wire in the light bulb (process). If many electrons go through it, the bulb shines brighter (effect). If fewer electrons go through, the bulb lights
less strong or starts flickering (effect). Elements such as dimmers or the age of the light bulb can determine either
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effect (internal/ external influence). Under normal circumstances however, the process is consistent (process).
That is, until a larger force disrupts the electronic circuit (e.g. the switch is pushed again; internal/ external influence), the light bulb will shine.
As shown in Figure 4.3, the same line of reasoning can be applied to explain the concept of passion.
Figure 4.4: Model of the concept of passion
Both, the participants at K&S and Hotel Bristol stated that their passions were set in motion by external triggers. Many of them moreover said that their passions were an expression of certain wishes, values, beliefs,
and/or convictions. Thirdly, the participants indicated that their passions undergo various processes. They furthermore stated that these are influenced by both internal and external factors. Finally, the interviews and observation sessions showed that passion generates various effects. These can both be positive and/or negative and
often have repercussions on people’s passions as they also have an effect on the internal and external nurturing
and/or constraining factors.
Therefore, it can be concluded that passion is a highly complex and sensitive matter that is based on a
cause-process-effect-principle but influenced and shaped by manifold aspects.
4.2.2
The elements of corporate cultures and the links to passion
In total, the analysis generated three sub-themes regarding the concept of corporate culture and its connection to the concept of passion. These were entitled: 1) The effects of passion in corporate cultures, 2) The elements of ‘corporate passion’ and 3) Towards a sophistication of the four-dimensionality model of passionate corporate cultures.
The effects of passion in corporate cultures
As pointed out in the description of the main findings at K&S and Hotel Bristol, the participants’ passions
were frequently influenced by the supporting and inhibiting factors within the relevant organisation. Intriguingly,
the analysis furthermore suggests that this mechanism also works the other way around, i.e. that people’s passions seemed to affect the company.
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In order to understand how this showed, it is useful however to first look at the behaviour passionate employees expressed.
The following list provides a detailed summary of the various effects that could be found. As can be seen,
passionate employees show profound joy, excitement, and enthusiasm, feel very content in their work and seem
to carry out their work with great care and meticulousness. Furthermore, they actively attempt to nurture their
passion and are keen learners and inventors. Also, they like networks as well as oftentimes show great stamina
in troubled times. Lastly, they appear to be appreciated and cherished for the work they serve.
Passionate employees...
• carry out their work with joy, excitement and enthusiasm.
• feel contentment in their work.
• tend to execute their work with great care and conscientiousness.
• are apt to find other people who share their passion.
• are keen learners.
• are likely to carry on in difficult times.
• like to invent together.
• tend to be appreciated and valued for the work they show – internally (e.g. management; colleagues) as well as externally of their
organisation (e.g. customers, clients, guest).
It follows from this that passionate employees seem to have very distinct characteristics that give an indication on how they go and feel about their work, their behaviour as well as the quality of their doing. – What effects
does this have on the organisation?
According to the findings of this study, it has an internal and external effect. Internally, it seems to become
evident in forms of organisational and financial success, employee satisfaction, employee commitment, strong
employee relations and a positive psychological contract. Several of these aspects showed particularly at K&S.
Here, almost all participants stated for example that they would not want to leave the company because they feel
so connected and embedded in it.
On the external level it appears to lead to recognition, compliments, appreciation and an increased satisfaction on the part of the organisation’s customers, clients respectively guests. This showed for instance during one
observation session at Hotel Bristol. Even though the hotel area had not yet opened, two guests entered and sat
down as it was not noticeable to the them that the area was still closed. Right away, they were served in a friendly
and polite manner. When the guests left, they still had not realised that the area had in fact been closed at the
time of their arrival. Yet, they thanked the area manager and staff and complimented them on their excellent
service.
Thus, the findings indicate that passion is of a value that should not be underestimated, as it affects many
important processes inside and outside the workplace.
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The link between passion and corporate cultures
The summaries regarding the corporate culture of K&S as well as of Hotel Bristol in the first part of this chapter point not only to interesting findings regarding the concept of passion but also several links to the concept of
corporate passion.
Firstly, it was established that the findings about the organisational cultures of both companies could be related to the four dimensions of the model introduced in the second chapter. That is, there were aspects linking to
the organisations’ bodies (e.g. their buildings), their minds (e.g. their knowledge productivity), their soul (e.g. the
emotional state) and their spirits (e.g. their values or beliefs). This suggests that corporate cultures can be seen
as four-dimensional.
Secondly, although it was said that only one of the organisations possessed a passionate corporate culture,
the word ‘passion’ was yet included in both models illustrating them. For, the findings from both organisations had
shown that the concept of passion was indeed present in both of them. In K&S as well as in Hotel Bristol passionate people had been found.
The aggregate analysis suggests however that a qualitative differentiation must nonetheless be made regarding the link between passion and the corporate cultures. Since, while the concept of passion appears to be
an integrated component at the individual and organisational level within K&S, it occurs on the person level only
at Hotel Bristol. It follows from this that the concept of passion translates in different ways in corporate cultures.
Towards a model of ‘corporate passion’
As already touched on in the first part of this chapter, the analysis of the research process at K&S suggested
that there exists a concept or notion of ‘corporate passion’. In general, this can be defined as a passion for a
theme, job or task expressed by a collective in a work setting.
The concept of corporate passion – as one might expect – seems to undergo a similar cause-process-effect
principle as the concept of passion. In order to explain this principle, the findings at K&S will be used as an example.
As outlined in the beginning of this chapter, K&Sers’ corporate passion is rooted in various values, convictions, wishes or beliefs that are shared by all members of the company. The triggers for this passion were essentially the two founders of K&S. Even though only one of them was interviewed as part of the study, it can yet be
argued that values and beliefs that guide K&Sers’ corporate passion.
Interestingly, the corporate passion process functions somewhat differently than the general one described
earlier. As can be seen in Figure 4.5, the corporate passion process is similar to a spiral. – Why?
The findings at K&S indicate that recognising their corporate passion is, for instance, one of the key elements
they invite people into the company to work with them on a long-term basis. For, corporate passion can only exist
if its members can identify it as well as with it.
Subsequently, there is a maintenance phase. Elaborating on the previous example, it can be said that
K&Sers seem very choosy, whom they invite into their organisation. For, they want to ‘maintain’ their corporate
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passion. In addition, they come together for their so-called K&S dag19 every six weeks. This event cannot only be
seen as a ‘maintenance tool’ for their corporate passion but also links to the development phase outlined in the
model.
As elements such as the K&S dag are reoccurring events, the company seemingly re-discovers new aspects
about their corporate passion repeatedly.
Figure 4.5: The corporate passion process
Due to the scope to the study, no conclusive findings were established regarding the exact effects of their
corporate passion. Yet, in several observations meetings it was discovered that K&Sers’ clients seemed very fond
of working with K&S respectively that they enjoy being associated with it.
Finally, it was found that K&Sers’ corporate passion was influenced by several internal and external factors.
The former, for instance included aspects such as the well-being of everyone in the company, the acquisition of
new projects or new entrepreneurial initiatives. The latter, on the other hand, related to elements that can be
summarised as economical and societal influences.
In short, the concept of corporate passion seems to follow almost identical principles to those underpinning
the general concept of passion model. – The subsequent figure provides a graphical image of the concept (Fig.
4.6).
Figure 4.6: Model of the concept of corporate passion
19
The so-called K&S dag is a day when all members from the Dutch and Belgian K&S offices come together to learn and
discuss with each other as well as meet and catch up with colleagues.
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4.3 Summary of the results chapter
The present chapter gave an in-depth overview of the collected data. Firstly, the main findings from K&S respectively Hotel Bristol were presented. It was found that in both companies passion was present. While the participants at Hotel Bristol only showed passion on an individual level though, the participants at K&S moreover
shared a collective passion.
Furthermore, various causes and triggers for the samples’ passions were established. Those were oftentimes rooted in specific values, beliefs or wishes they held and had been triggered by other people, events and or
both.
Subsequently it was discovered that there were diverse factors that nurtured or inhibited the participants’
passion. Due to the broadness of the data, these were split into three distinct categories: 1) support/ inhibiting
factors on the individual level, 2) support/ inhibiting factors on the external level and 3) support/ inhibiting factors
within the organisation.
Finally, a detailed account of the corporate cultures of both organisations was given. For this, as outlined in
the research design chapter, the four-dimensionality model of passionate corporate cultures was used as many of
the findings could be related back to them. The results indicated that K&S and Hotel Bristol possess very different
cultures. While K&S appears rather people-focused, Hotel Bristol seems more service-driven.
In addition, various other findings regarding the concept of passion and corporate cultures were presented
and analysed. For instance it was outlined passion creates both positive and negative effects, which frequently
impact on the support / inhibiting factors that influence it. It was thus argued that passion underlies a cyclic process.
Moreover, a model of the concept of passion was developed. This combines all the main findings from the
research process and can thus be seen as one of the fundamental outcomes of this research.
Lastly, based on the findings at K&S, the element of collective respectively corporate passion was investigated further. It was show that also the concept of corporate passion can be captured in a comprehensive model.
Interestingly, it consists in large parts of the same elements as the ‘general’ passion model. The two mainly differs in the so-called ‘passion process’.
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Discussion & Conclusion
5. Discussion & Conclusion
The results chapter outlined various preliminary conclusions regarding the collected data. The present chapter aims to give meaning to these assumptions by discussing them in the light of the literature from the second
chapter as well as other academic works. It is set-up in the following way: Firstly, it will review and discuss the
conclusions outlined in the results chapter under the umbrella of the four main research questions posed in the
beginning of this study. In addition, it will attempt to explain and answer further questions emerging from the
analysis process. In addition the implications of the findings will be outlined as well as recommendations will be
provided in the end of each discussion part. Finally, a critical review of the research process, a summary of the
thesis as well as overall conclusions will be given.
5.1 Discussion of the conclusions from the analysis process
The preliminary conclusions drawn in the results chapter can be directly linked to the research questions
stated in the first and second chapter of this study. This first part of the chapter will thus be split into the three
sub-parts. They will be called:
•
Answering the question ‘What is the concept of passion?’
•
Answering the question ‘To what does the concept of passion relate in corporate cultures?’
•
Answering the question ‘What factors nurture/ inhibit passion in corporate cultures?’
In addition, recommendations will be made at the end of each part that propose suggestions for further research and work on the topics covered as part of this research.
5.1.1
Answers to the question: ‘What is the concept of passion?’
The analysis of the results emerged from the research process at K&S as well as Hotel Bristol provided indepths answers to the question ‘what is the concept of passion’. In total, seven main findings have surfaced. For
feasibility purposes, they will be presented separately. After explaining and discussing the single findings, its
implications will be outlined too.
The levels of passion – One of the first findings of this research regards the fact that passion seems to be a
state that is visible, audible and perceptible. For, not only the participants at K&S but also the participants at Hotel
Bristol showed sparkling eyes as well as strong body language when talking excitedly about their passion. This
indicates that it has components that relate to a behavioural, a content and a perception level. The study thus
confirms Chang (2000) and Chaudhuri’s (2001) passion theories that passionate persons have very distinct characteristics. Yet, it is difficult to explicate why passionate persons show such distinguishable behaviour as well as
why the study has determined similar characteristics as those of Change or Chaudhuri. A possible explanation
might be that people perceive passionate persons as particularly integer and authentic. For, the Latin meaning of
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the word integer is whole or complete. According to Darcy (2002), integrity can therefore be seen as “that sense
of alignment [people] seek between [others’] deepest held beliefs and [their] everyday actions and decisions” (p.
403). Consequently, it could be supposed that passionate people are not only considered congruent in their
words and behaviour but also as authentic. Since, authenticity demands integrity (ibid). In that respect, Darcy’s
statements also provide an explanation why passion in itself cannot be negative, as authenticity is ‘all’ people
have.
What follows from this is for HRD and other professions is only questions. For, why is authenticity almost like
a holy relic when it should be the most natural thing in the world? What do people play roles, while the most
beautiful one to play could in fact be their own? How can we reduce the barriers that stand in the way of people’s
authenticity and build up those building blocks that support it? – All these and other questions need to answered,
if individuals, groups or organisations truly strive to search for the concept of passion and aim to make it a reality.
The significance of passion’s roots – The analysis showed that passion is rooted in certain wishes, values,
beliefs and/or convictions. Particularly at K&S, clear links were found between what people believed in and/or
wished for and their passion(s). This suggests that passion has a spiritual element and hence corresponds with
Weymes (2005) and Leider (2000).
As outlined in the literature review, Weymes (2005) argues that values and beliefs form the basis for passion
while Leider (2000, p. 105) points out that finding one’s “true self” is about connecting to one’s spiritual self and
asking questions regarding one’s identity, direction and purpose. A possible reason for the spirituality of passion
may be that it connects to people’s “philosophical view of existence” (Ionescu, 1997 cited in Alchin, 2003; see
second chapter). That is, it seems to stimulate, or it sometimes even appears to challenge people to ask and
answer questions about themselves and others. It therefore seemingly relates to the notion of identities and thus
hints at why the study suggests that passion can cause negative effects. For, reflecting on oneself or others can
create fear, insecurity and maybe even a feeling of inferiority, as it is not particularly easy ‘to gain access’ to one’s
identity. According to Bauman (2004, p. 29), “the main reasons for identities to be sharply defined and unambiguous […], and to retain the same recognizable shape over time have vanished or lost much of their once compelling power. Identities were given free run and it is now up to individual men and women to catch them in flight,
using their own wits and tools.” In that respect, passionate people might be seen as threat as they seem to have
a very clear understanding of who they are. It also indicates however, that passion has an emotional component.
– What are the implications of this?
Leider (2000) as well as Ionescu (1997 cited in Alchin, 2003) both have a very clear answer. While Leider
suggest to become a lover of questions, Ionescu points towards the enlightenment that asking questions bears. In
that respect, it appears important for HRD professionals to create the room for questions and to create the room
for finding answers. For, questions are powerful tools in connecting to individuals and organisations.
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The passion triggers – The study established that passion is activated through a trigger. As stated by the participants, this trigger can either be a person, an event or – as in case of the young woman who is passionate
about story telling – both, a person and an event.
This implies that passion is generally accessible and consequently answers the question from the literature
review whether passion is a gift. Looking at the findings of this research it could be argued that the ‘gift to uncover
passion’ is in anyone. In that sense, every singly person can ‘tap’ into and experience passion.
However, the fact that the interviews also surfaced that passion seems oftentimes triggered by other persons
and/or events as well as that some of the conversations with the participants did not yield any information about
their passion indicates that finding the ‘passion switch’ might not be particularly easy. An explanation for this
could be that passion rather links to the right side of the so-called Johari-window20, i.e. those aspects that are
‘unknown’ to one. Thus, it may take other persons to uncover people’s blind spots, while the area of unknown
could be activated by external events. This does not mean that people cannot discover their passions themselves
at all but indicates the likelihood that they possibly do so through interaction with their social world.
In organisational settings, the findings suggest a very important role for HRD professionals, namely to become the element that raises people’s attention to their so-called blind spots and to thus open them the possibility
to access information that it usually unknown to them.
The elements of the passion process – The research furthermore found that passion undergoes a process
with three distinct phases: 1) recognition, 2) maintenance, and 3) development (see ‘passion-process’ model).
Here, the term ‘recognition’ surfaced because the participants showed different levels of awareness about their
passions. The word ‘maintenance’, on the other hand, related to the fact that people undertook different, concrete
actions to keep their passions alive. Finally, the term ‘development’ emerged from the discovery that some participants consciously attempted to understand and refine the skills related to their passion.
The findings thus signify that passion is connected to learning. The reason for this may be that passion relates to what Kolb et al. (1974) have described as “The Kolb learning cycle”21. Accordingly, people go through four
different stages in their learning: experience, observation and reflection, theorising and conceptualisation, and
test and experimentation.
Comparing the models, the recognition phase seems fundamentally linked to the observation and reflection
as well as theorising and conceptualisation stage, while the maintenance and development phase could be connected with the experience respectively the testing and experimentation stage. Building on the example of the
young woman at K&S who said to be passionate about story telling, it could therefore be said that her concrete
experience in the story telling workshop she attended led her to observe and reflect that she deeply liked story
telling (recognition phase). The interview uncovered that she had formed an abstract concept about her passion.
For, she stated that story telling was an expression of people’s unique concepts of reality and truth (still recognition phase). Subsequently, she tested the implications of her concepts in new situations. For instance, the inter20
21
For a graphical image and an explanation of the Johari-window, please refer to Appendix K.
For a graphical image of the Kolb learning cycle, please refer to Appendix L.
69
view also uncovered she had organised a story telling workshop (development phase). This allowed her for new,
concrete experiences that she could subsequently reflect on and so on.
Kolb’s theory also offers an explanation though why some of the participants seemed to remain only in the
maintenance phase of the passion process. Since, he argues that it is difficult to go through all four stages of the
learning cycle, as it requires abilities that might even be in conflict. In addition, he claims that: “as a results of
hereditary equipment, our particular life experience, and the demands of our present environment, most people
develop learning styles that emphasise some learning abilities over others” (Kolb, 1984 cited in Reid et al., 2004,
p. 57). Thus, the participants who appeared to be primarily in the maintenance phase might simply learn best
through concrete experience.
Likewise, Kolb’s work provides a possible reason why not all interview sufficiently determined whether people
were passionate or not: The relevant persons might simply have not experienced and/or recognised their passion
yet. In this context, the “Logical levels model” of Dilts (1990) seems useful to outline the possible causes for this22.
According to the theory underlying the model, human thinking occurs on six hierarchically-arranged levels, the
bottom one being the environmental level, followed by the behavioural level, the capability level, the a belief level,
the identity level and at the top the spirituality level. The effects on each level organise and direct the information
on the level below. Thus, if a ‘problem’ emerges on one of the levels, the learning process may stagnate. With
regards to the concept of passion, this means that people might not be able to experience or recognise it, because they are stuck on one of the logical level. Consequently, unless their mental barrier is removed, they may
not be open to ‘learn’ about the concept of passion.
As outlined in the introduction, it is fundamentally HRD professionals’ job to contribute to the development
and learning of their co-workers and their organisation (Desimone et al., 2002). This implies that they should take
an active role in helping their colleagues to learn about their passion so they can be smart naturally and fulfil their
tasks in a way that suits them best. On the other hand, this means for HRD professionals to create work environments that more personalised and less deindividualised.
The influences on passion – The study showed that passion is seemingly influenced by various supporting
and inhibiting factors. As those occur on different levels (e.g. personal, external, organisational), the study indicates that passion is complex. It thus confirms Steinhäuser (2005), who has argued that passion is a diverse and
multi-layered concept that is influenced by both external (e.g. organisational processes and members) and internal (e.g. attitudes, beliefs, self-confidence) factors. A possible explanation for this finding is that people are part of
systems and processes, which tend to affect how people think, feel and act. The theory of social constructivism
provides evidence of that as it “views reality as being socially constructed” (Saunders et al., 2003, p. 84). It follows from this that even though passion is inarguable a personal, individual matter it is yet embedded in contextual factors that influence it.
22
For a graphical image and a more detailed explanation of Dilts’ Logical levels model, please refer to Appendix M.
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Particularly knowledge of the latter indicates what an important factor organisations respectively HRD professionals are with regards to people’s passion. For, people spend a great part of their life in workplaces. Thus, it
seems important for organisations/ HRD professionals to understand their role in individual’s passion processes.
Passion and its effects – The analysis of the results finally uncovered that passion appears to cause positive
and negative effects, which even form a part of a cyclic process between the actual passion process and the
outcomes of this process, as well as the supporting and inhibiting factors it is influenced by. This signifies that
passion is active and dynamic.
Both aspects are also mentioned in the work of Steinhäuser (2005) and can be once more explained by social constructivism. The findings moreover suggest however that passion is about connecting. According to
Senge et al. (2005), connectedness can be seen as an organizing principle of the universe, which links “the outer
world of manifest phenomena and the inner world of lived experience” (p. 188) as well as people, humans and the
larger world. Thus, passion may be considered an expression of this connectedness.
What are the implications of this for HRD professionals? – First and foremost, it is a sign for them that passionate people are eager to connect – to people, to processes, to organisations. If HRD professionals become
part of this equation, benefits are likely to occur not only for individuals but also for HRD professionals. For, if they
truly manage to support people in connecting through the elements above, not only an increase in (knowledge)
productivity is likely but also in satisfaction and commitment.
So, what is passion then? – Based on the findings of this study, passion is about being integer and authentic
as well as finding access to one’s spirituality and emotions. It is about learning – about one’s self and others.
Passion is related to a context and connects one’s inner world with the larger whole.
5.1.2
Recommendations regarding the concept of passion
Based on the answers discussed in relation to the question ‘what is the concept of passion’, the following
recommendations to the HRD profession and research are made.
Recommendations for HRD professionals:
At the commencement of this research, three questions were posed, namely: What is meant when people
talk about passion? What are the underlying dynamics? What is it influenced by and how can organisations play
in role in connecting and enhancing people’s passion? – All three have been answered as part of this discussion
and its implications for HRD have been outlined. This leads to the following recommendations:
•
The concept of passion might be difficult to explore but it is strong in its effects, as it allows for connections with relevant themes in individuals’ lives that are more meaningful and go beyond the general
boundaries of people’s jobs. Exploring these connections is thus useful since it strengthens commitment,
trust and productivity. If a person has to be smart against their will, s/he is unlikely to be productive. If
the person can work from their passion, however, energies are freed and therefore a great pool of hid-
71
den energies. HRD professionals should hence try to tap into their employees’ passions and explore
with them how their work environment could be made more personal and stimulating. This does not always mean that these processes cost a lot of money, but it is oftentimes small things – like a question(!)
– that help people engage in their passion.
•
The study moreover shows that the concept of passion is in fact already present in organisations. Therefore, prejudices like ‘passionate people are uncontrollable’ can be seen as untrue. Rather, passionate
people are sensitive to changes in their environment and are eager to change them if they inhibit important processes, as they have a unique talent to care for themselves. Organisations respectively HRD
should use this talent, since – if they manage to connect to their passions – this care is likely to extend
to organisational processes. And which organisation would not like its employees to care for it?
Recommendations for further research:
As outlined in the introduction, academic, research-based literature on the concept of passion is sparse. The
findings in this research can thus be seen as a thorough fundament to investigate the concept of passion and its
implications further. According to this study, particular attention should be put on the following questions in future
research:
•
How can organisations respectively HRD contribute to authenticity in organisations?
•
How can organisations respectively HRD promote individuals’ search for passion?
•
What kind of work environments do passionate people need?
•
How can organisations respectively HRD connect to individuals’ passions and vice versa in a meaningful
way?
•
What are the effects of connecting passions – for organisations, for HRD, for individuals?
The subsequent part of the discussion will already give some food for further thoughts with regards to the latter questions as it analyses and explains the impacts of passion in the environment of corporate cultures.
5.1.3
Answers to the question: ‘To what does the concept of passion relate in corporate cultures?’
The findings at K&S and Hotel Bristol provided many valuable indications about what the word passion relates to in corporate cultures. Overall, six main results were found. In the subsequent discussion, each of them is
analysed and explained as well as their implications outlined. Furthermore, recommendations for HRD professionals and researchers are provided.
Discovering the concept of ‘corporate passion’ – Surprisingly, the investigation surfaced that the concept of
passion and its relation to the concept of corporate cultures can be captured in the notion of ‘corporate passion’.
For, as the interviews and observations at K&S showed, there are collective passion(s) in some organisations.
This indicates that passion is existent in corporate cultures and the study thus confirms the work of Bruch
and Ghoshal (2003), Handy (1995) as well as Weymes (2005) whose theories and models clearly suggested that
passion and corporate cultures are intertwined. An explanation for the existence of corporate passion can be
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found in the previous section of this discussion. For, as has been outlined passionate people live and work in
systems and processes. Combining this with Senge et al.‘s (2005) arguments that corporate cultures are “living
phenomena” and its members the active agents enticing them, it becomes evident that corporate passion seems
to occur if passionate people work together based on – as the findings at K&S have shown – a collective passion
respectively corporate passion.
What does this imply for HRD professionals? – At first sight, the findings might not have any particular meaning for HRD professionals. However, if there are collective/ corporate passions in organisations, recruitment processes might need to be arranged quite differently. For, if collective passions are wished to be kept and nurtured
by an organisation, the question whether a person fits into a company does not relate to his/her skills but also
whether his/her line of thinking and reasoning is similar.
The roots of collective passion – The roots of the collective passion at K&S was found in the beliefs systems,
values and convictions of the people working there. This suggests that also corporate passion has a spiritual
component. The findings therefore confirm Bruch and Goshal (2003) as well as Weymes (2005). Since, as outlined in the literature review, the passion zone in Bruch and Ghoshal’s ‘Four energy zones model’ refers to corporate cultures that “strived for larger-than-life goals” (p. 47). Likewise, Weymes’ philosophical argument on the
people-focused organisation outlines the notion and meaning of spirituality in organisational cultures.
His work moreover gives reason what the spiritual component of corporate passion is, namely the so-called
inspirational dream, which translates into the message “This organisation makes a difference”(ibid, p. 152). Evidence for the truth of this statement could be found in the statements K&S and Hotel Bristol/the Günnewig Group
made about themselves. For, while K&S’ message seems very much rooted in the Gandhian idea of ‘being the
change one wishes to see in the world’, Hotel Bristol/ the Günnewig Group’s statement appear to lack this kind of
connotation. It follows from this that corporate passion is about the direction of an organisation’s efforts or, as
Senge et al. (2005) put it, it concerns what is at the heart of a company’s work.
Weymes’ philosophical argument furthermore explains why the corporate culture of K&S was labelled passionate and the organisational culture of Hotel Bristol non-passionate. Since as stated in the literature review,
according to Confucianism or the theory of the Ren “an organisation without spirit has no passion” (Weymes,
2005, p. 152). Hence, the results of the study indicate that because Hotel Bristol does not seem to have a spirit, it
also does not appear to be bound by a corporate passion. This does not mean though that it cannot strive for
corporate passion, as the subsequent part on the trigger for corporate passion will show. Yet, the findings confirms the theoretical underpinning on the spiritual dimension of the four-dimensional model, which argued that
corporate passion does not only have a spiritual component but it is fundamentally linked with it.
Interestingly, the results on spirituality finally seem to uncover a missing link in the Gods of management
theory of Handy (1995). Although it seems correct that existential corporate cultures serve the purpose of the
individual, the findings of this study suggest that its members might also fulfil a purpose, namely the purpose of
the corporate passion.
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The corporate passion triggers – The study established that the two founders of K&S could be seen as the
trigger for the corporate passion of their company. This indicates that corporate passion is accessible through it
members. The study thus (indirectly) confirms Weymes (2005) notions about inspirational players. For K&S is
build around an ambition, a purpose or, one might even say, inspirational dream, i.e. outcomes of skills that
Weymes assigns to inspirational players. Based on this, the findings suggest that any organisation can find or tap
into its corporate passion. – How?
Following Weymes line of reasoning, this could be achieved by looking for inspirational players in an organisation. Bruch and Ghoshal’s (2003), on the other hand, argue that to move an organisation’s energy into the
passion zone leaders have to create an object of desire, which engages in people’s dreams and openness to
heroic effect. The strategy to do this is to “invoke passion so strong that people will overcome passivity and satisfaction with the status quo” (ibid, p. 49). It follows from this that corporate passion is an abstract construct but can
be triggered or accessed by anybody in an organisation.
Here, HRD professionals could give fundamental help in looking for these people, as they generally possess
insight into people’s learning processes and developments – particularly in larger organisations.
The corporate passion process – The research suggests that once the concept of corporate passion is triggered, it sets in motion a process that is almost identical with the one on the individual level. It too consists of a
recognition, maintenance, and development phase but seems to follow a spiral process. This indicates corporate
passion is about continuity. An explanation for this may be that – like national cultures – also organisational “cultures need to be constantly rediscovered” (Marcus & Fischer, 1986, p. 24) and thus also their passions. Therefore, it can be argued that also the concept of corporate passion seems to relate to the topic of learning. Further
work is needed, however, to explore how the concept can become an integral part of daily organisational learning
processes.
The influences on corporate passion – The research showed that corporate passion was influenced by various internal (e.g. organisational members) and external factors (e.g. clients) that could be related back to the
four-dimensionality model introduced in the second chapter of this thesis. This suggests that corporate passion is
highly complex and sensitive to nurturing and inhibiting factors. Senge et al.’s (2005) statement about people
being corporate culture indicates however that it is mostly the actions and behaviours of organisational members
that can either make or break their corporate culture and thus their corporate passion. Nonetheless, as section
5.1.3 will show, there are also external factors that have impact on corporate cultures.
The effects of corporate passion – The study found that corporate passion has both positive and negative effects. It thus indicates that it does not occur in isolation but, as Weymes (2005) explains, extends internal
boundaries and transfers to the external community. With regards to K&S, it could even be argued that their corporate passion functions as a “love-mark” (Roberts, 2003; see literature review), as the K&Sers have many deep
relationships with external contacts – may it be clients, other HRD professionals or other community members.
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Interestingly, also Hotel Bristol seemingly possesses this love-mark, as many of their guests are regulars and
there exist very close personal relationships between the guests and the hotel staff. However, unlike at K&S, the
love mark does not seem to create what Weymes (2005) refers to as internal and external pride of association –
at least not on the internal level. For, not all people interviewed were proud of their achievements or those of the
company.
Hence, the study fundamentally supports his philosophical argument as it provides first hand insight into the
two likely corporate cultures he outlined in the beginning. It was said there: only “when passion and pride permeates an organisation a ‘family like environment emerges where staff work in an harmonious manner. […] A family
environment cannot be engineered in an organisation [however], since it is the result of the interactions between
individuals in the organisation. If individuals do not trust and respect each other, passion may be present in the
senior management team but not throughout the organisation, and pride may be permeate in the organisation but
the organisation will not be a family and a harmonious working environment is unlikely to exist” (ibid, p. 153).
It follows from this that the effects of the existence or absence of corporate passion primarily occur on the
micro level, i.e. inside the organisation.
Lastly, it was found that also corporate passion follows the law of causality. That is, the effects it generates
influence various internal and external factors, which in turn have a result on the corporate passion process and
so on. This suggests that it too follows a complex, yet never ending cyclic process that can only be ended when
the connections are cut. In that respect, corporate passion is one of many expressions of “living systems” (Senge
et al., 2005).
So, what does the concept of passion relate to in corporate cultures? – The findings discussed show that this
study did not so much find an answer to the question of what passion might relate to but allows for a specification
in the sense that it can provide understanding regarding the question: What is corporate passion?
The findings indicate that corporate passion can be seen as an expression of combined passions of individuals. It is thus about organisational spirituality, its ability to access it and to subsequently make it visible, audible
and perceptible to everyone in the culture in order to maintain and develop it. Corporate passion is about the
complexity and sensitivity of organisational systems as well as a sign of its nature.
In short, corporate passion relates to everything that is uniquely human and that gives meaning to the question why someone would work in a particular organisation.
5.1.4
Recommendations regarding the concept of corporate passion
Based on the answers discussed in relation to the question ‘what is the concept of passion related to in corporate cultures’, the subsequent recommendations can be made.
In the introduction to this research, it was asked: What role would passion play in corporate cultures? How
would it influence corporate cultures? How does it translate to the different levels in an organisation (e.g. individ-
75
ual, client and organisational level)? – All three questions have been answered as part of the discussion and
some implications have been outline. This leads to the following recommendations:
•
Even though the concept of corporate passion possibly needs further research, it can yet be said that it
provides a somewhat different insight into how development, learning and growth should or could be
looked at. For, while HRD interventions should surely primarily focus on the individual, it might yet be
useful to explore how to connect them with corporate passions also.
Unlike the discovery of the concept of passion, the discovery of the concept of corporate passion was new. It
follows from this, that further research is needed to gain an even better understanding of what it entails. In this
context, the following questions could be asked:
•
Which short-/ long-term effects does corporate passions have?
•
Can corporate passion be an integral part in any organisation?
•
Which factors influence corporate passion externally?
•
What are likely effects if various companies connected their passions?
5.1.5
Answers to the question: ‘What factors nurture/ inhibit passion in corporate cultures?’
Overall, a tremendous amount of likely factors was discovered that were said to nurture/ inhibit people’s passion in the cultures of their work. In the subsequent discussion on the question ‘what factors nurture/ in passion in
corporate cultures’, four key factors will be looked at more closely, namely: the support factors ‘co-workers’ and
‘autonomy’, the factor ‘appreciation’ – which was mentioned as a support and an inhibiting factor – as well as the
inhibiting factor ‘lack of development opportunities’. They were chosen for two reasons: 1) They occurred in both
K&S and Hotel Bristol23. 2) They were found to have considerable significance in relation to the concept of passion.
Furthermore, brief indications will be made regarding the linkages and usefulness of the findings in connection to the four-dimensionality model introduced in chapter two.
The importance of co-workers – The analysis of the data collected at K&S as well as Hotel Bristol surfaced
that one of the key support factors of passion in corporate cultures are colleagues. Without exception, all participants stated that the support and the understanding they received from their co-workers were very important to
them. For, the closeness or personal character of the relationships they shared with each other created comfort,
emotional stability and a feeling of belonging in them. As outlined, to some participants their colleagues even felt
like a second family. This indicates that people’s passions are most likely nurtured when there are strong emo-
23
There were no common inhibiting factors in K&S and Hotel Bristol. It was therefore decided to choose for a factor that was
likely have relevance in other businesses, too. Therefore, it must be pointed out that the inhibiting factor ‘lack of development
opportunities’ did not occur in K&S.
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tional bands amongst the members of the corporate culture. The study therefore supports Weymes (2005) who
argues that family-like work environments represent a special kind of friendship. This is built on good will, attachment to, or respect for one another as well as reciprocity. – Why is the aspect of friendships so important?
According to Anderson (in Sommer 2003), friendships actively promote the economical development of companies. For, friends only want the best for one another. Thus, they do not act unethical or attempt to betray each
other. This is beneficial for organisation as friendships translate into high levels of trust, commitment and shared
interests. Ideally, businesses hence need authentic people who behave the same at work and at home (ibid).
This is significant and supports the findings stated at the commencement of the chapter, namely that integrity
and authenticity are fundamentally linked to the concept of passion. Moreover, it provides evidence for the dimension ‘soul’ in the four-dimensionality model outlined in chapter two.
It follows from this that the support factor ‘co-workers’ deciphers on two levels. On the staff level, it helps to
create family-like bonds/ friendships amongst employees – as outlined – seemingly a major condition for the
existence of passion in corporate cultures. On the organisational level, it can help to attain economical benefits
because true friendships demand authenticity –a core characteristic of passion. Consequently, there is a symbiotic relationship between the two, as it seems unlikely that one will exist without the other.
This has two major implications: 1) To promote the concepts of passion respectively corporate passion,
companies should reduce their “emotional anorexia” (Fineman, 2000) and actively support and nurture the bonds
between its employees. 2) To ensure this, the development of true and long-term friendships, the awareness for
the relevance and benefits of friendships in organisations must be raised. For, as Anderson states: “Friendship is
trivialised in the business world” (cited in Sommer, p. 95).
The importance of autonomy – The analysis of the support factors furthermore showed that autonomy played
an important role for the participants. Both at K&S and Hotel Bristol, people outlined that it was important for them
to have (in large parts) control over their working life and specific tasks. Even those persons who said not to possess autonomy or control over their doing because of their position in the company (only at Hotel Bristol) explained how highly they valued self-direction and independency. This indicates that passion desires a certain
freedom to express as well as a stimulating learning environment to blossom. That is, the concept of passion
requires lesser rules and regulations but greater opportunities for ownership and self-exploration.
Support for this stems from Cross et al. (2003) who argue that people become energized by interactions in
which they can contribute meaningfully. For, as outlined in the introduction to this research, people cannot be
smart against their will (Kessels, 2001). Organisations should therefore obtain the abilities “to regulate motivations, affinities, emotions and affections” (Harrison & Kessels, 2004, p. 156). – Why?
Simply said: To become more knowledge productive. Since, as described in chapter two, individuals’ and organisations’ competencies to generate knowledge have never been more important (Heraty & Morley, 2002).
However, this requires “a culture that encourages spirit of enquiry, of challenge of established ideas and customary ways of doing and behaving, and a structure and commonality of purpose that enable and encourage groups
to come together and discuss and reflect on new information and ideas” (Harrison & Kessels, p. 131).
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This implies that organisations should encourage knowledge sharing processes to discover new insights and
opportunities for growth and development. With regards to the concept of passion, this could mean to commonly
engage on a search for passion to uncover individual and collective interests (Kessels, 2001; Keursten et al.,
2005).
In short, the support factor ‘autonomy’ essentially links to the processes: knowledge productivity, learning
and growing and thus confirms the relevance of the dimension ‘mind’ in the four-dimensionality model.
These finding have significance for the field of HRD and in particular current or prospective HRD professionals. Since, in order to support their co-workers and their organisation to strive in the knowledge economy and
learning society, HRD professionals might want to reflect in how far and in which way their current actions support
the connection between passion, autonomy as well as knowledge productivity, learning and growing.
The importance of appreciation – Interestingly, the element ‘appreciation’ occurred in two contexts in the research, namely as a support and as an inhibiting factor. As a support factor, both, the participants at K&S and at
Hotel Bristol, mentioned it. They outlined that appreciation nurtured their passion as it made them feel valued and
respected. Moreover, they felt being taken seriously and accepted because of it. In the latter case, only the people at Hotel Bristol outlined that appreciation was a missing element in their everyday working life. They stated
the lack of appreciation made them feel as if it did not matter what they did. They thus felt undervalued and unrecognised.
It must be pointed out though that it is somewhat unclear whether the participants at K&S and Hotel Bristol
in fact associated the same ideas with appreciation. For, while it was underpinned by the notion of appreciative
enquiry24 at K&S, it was frequently linked to the word ‘praise’ in Hotel Bristol. The fact that it appeared on the
inventory of support and inhibiting factors might suggest therefore that also different meanings of the word exist
within Hotel Bristol itself.
However, what is the meaningful connection between passion and appreciation? – Reflecting on the participants’ answers, it becomes evident that appreciation can be seen as a key mean to keep passion alive. Since, as
a befriended Psychologist once said to me: “Der Mensch wächst am du!“ (translation: Human beings develop/
grow because of others.) This means, in order to truly nurture and develop passion, other person’s feedback or
input is needed.
The lack of such feedback or input – as experienced and expressed by some participants at Hotel Bristol –
thus leads to dissatisfaction, frustration and finally maybe even thoughts about leaving one’s job because the
present does not offer this potential for growth.
In that respect, the element of appreciation touches on an important and relevant concept in organisations,
namely ‘psychological contracts’. According to Steinhäuser (2004), a psychological contract is a set of workrelated and individual, often unconscious and not necessarily corresponding needs, beliefs and expectations
between employer and employee. It is strongly affected by cultural (e.g. origin, ethnicity), psychological (e.g.
24
Appreciative enquiry is a way of looking at situations in a positive and constructive way in order to improve outcomes.
78
personality, past experiences) as well as organisational (e.g. organisational cultures, leadership style) influences.
In short, the psychological contract is an element that either binds employees (and their passions) to or distances
them from their organisations.
It follows from this that appreciation does not only touch on the concept of passion but directly links to
whether and how it will express as well as whether and how it will develop. This shall not suggest that people
have no possibility to influence these processes but emphasise the important role organisations play in it.
What are the implications of this for HRD? – On the one hand, it appears important for HRD professionals to
acknowledge the strength and impact of appreciation in relation to the concept of passion. On the other hand,
active ways should be searched to incorporate appreciation into daily practice of organisations.
The lack of development opportunities25 – The study of the inhibiting factors on people’s passions showed
that the lack of development opportunities was one of the key reasons hindering people at Hotel Bristol in exploring themselves and their passions. They stated that they were eager to develop their skills and talents but they
could not because too little room was given for learning in their daily work respectively hardly any offers regarding
their professional development were made. They outlined that this frustrated and annoyed them, as they would
not only see it as a sign of appreciation for their work but also because they cared for Hotel Bristol and liked to
actively contribute to its development. In short, the participants were not only talking about training courses or
education programmes but more specifically about the organisational development and the consequences for
their own working field.
This indicates that passionate people – as outlined in the first part of the discussion – show care for their organisations and, if allowed, are eager to connect to organisational processes and contribute to their development.
What are possible causes then why organisations make no or only little use of their employees’ will for active
contribution beyond their daily tasks? One of the reasons might be, as Jackson and Carter (2000) outline, that “if
a person sells their labour power it becomes their duty to make sure that that labour power is available to its purchaser, so that the purchaser can do with it as they wish” (p. 79). This would imply that workers are nothing more
than means for profit making and the question can therefore be raised how successful such businesses will be in
participating in an economical and societal environment that is driven by learning and knowledge productivity.
In addition, strong hierarchies oftentimes lead to stringent divisions of roles, tasks, and responsibilities (see
Handy’s description of role cultures in chapter two). While strict hierarchies are not bad in themselves and are
possibly even vital in certain institutions and environments (e.g. the army), it is yet important to consider the element of power that is assigned to each level on the hierarchy. How is it used? Does it follow a top-down or bottom-up approach? Do people in more powerful positions want ‘their staff’ to think along, be critical and innovative
or not? Have they created a room for people to talk about and share their concerns and to seek for solutions
together?
25
As stated before, this section discusses elements that occurred in Hotel Bristol only.
79
The answers to such questions, which in essence link to the dimension ‘body’ in the four-dimensionality
model of corporate cultures, indicate the perception of learning and development, respectively passion in those
organisations. – What does this mean for HRD?
Supporting management in exploring and answering these kind of questions can be seen as one of the key
tasks for HRD professionals. Secondly, they should create awareness on the management level that not development of people leads to stagnation of organisational processes and thus endangers its long-term success. For,
ignoring people’s wish to participate in organisational decisions and incorporation of their ideas could mean loosing possible inspirational players.
5.1.6
Recommendations regarding support factors and inhibitors of passion
Overall, this final part of the discussion leads to the following recommendations for HRD professionals and
scientific researchers.
The study indicates that there are several vital factors supporting and inhibiting people’s passions. These
factors are also very sensitive to tackle. Thus, even though the implications of the findings might have very broad
consequences, HRD professionals should yet aim for the following:
•
Rather than changing all factors at once, careful observations of the current status should be made.
What works well in the company? What already supports people in their daily work respectively in executing their passion? What hinders them in their work and in expressing their passion?
•
By asking these questions, employees are already involved in the change processes that might occur on
the basis of the observations. This fact should be used and the employees should ideally remain incorporated in the learning. For, they are the culture of the company! That is, they either make or break it.
•
In order to maintain possible changes in the long term, transparency and communication should be promoted. Moreover, an appreciative climate should be established that favour the learning and growth of
the individuals and thus of the organisation.
In the second chapter, the four-dimensionality model of passionate corporate cultures was introduced and
subsequently used to look at and investigate the inhibitors, and support factors of passion in corporate cultures.
The findings discussed in this final part of the discussion suggest that it is not only a usable but also useful tool
when looking at organisational cultures. The recommendations are thus as follows:
•
In order to validate and refine the model further research is needed. This should not only attempt to better specify not the elements of each dimension in the model but also how they are related. For instance,
it seems vital to investigate whether there is overlap between the two and if certain factors may need to
be placed in between two dimensions.
80
•
Likewise, it could be interesting to investigate if the model is transferable onto other aspects of research
respectively if it can also be used to explain other roles people have in different environments.
5.2 Critical review of the research process and learning experiences
Researching a topic such as passion is a highly personal matter that brings oneself close to the question
“What am I passionate about?” Through working on this master thesis, I have re-discovered an old passion of
mine, namely stories. Hence, I have decided to write this second to last part of this master thesis in form of a
story, as this is the best way to share this passion.
Already before I began my studies on the master’s programme at the University of Twente (UT), I knew I would like to research one but only topic: passion! Ever since I had come across the concept in Spring 2003, I was hooked. For, passion
links to and explains so many facets of life in my eyes that I want to know all about them.
My start at the UT in August 2005 was rather bumpy however and especially in the first few months and I experienced great
personal difficulties. Thus, even though I began working on my thesis, I did not really move forward with it. There were several topics that I wanted to link the concept of passion with (e.g. the concept of the learning organisation and the concept of
feedback) but none of them seemed to fit. – My heart simply was not in it.
In November 2005, I met Suzanne Verdonschot whose PhD study triggered me to ask whether I could collaborate with her.
Suzanne was equally keen working together and so we decided to meet outside the university setting. Unfortunately, this
meeting did not take place until end of January 2006. I was sad about this, as I had hoped our talk might make me break out
of the cocoon I was still in. Even though it trigger me out of my cocoon, it at least led me to discover that it was me who was
holding herself back and not the circumstances. I simply did not know what I want, why I had started studying on this master
in the first place why anyone should believe that researching passion was important anyway…
Things lit up for a few weeks when I had finally met with Suzanne. She had brought her colleague Marloes van Rooij with her
to the meeting and although I felt a little overwhelmed when I had left our meeting, I at least recognised a little burning flame
inside my again. Since, Marloes had offered me an interesting link to my concept of passion. Corporate cultures! – It
sounded intriguing and suited the qualitative nature I wanted to give the study.
Parallel to the meeting with the two K&Sers, I had begun to contact firms and ask them to collaborate with me. At the same
time, I started writing the first parts of two chapters of my thesis. It was early February meanwhile and as I intended to graduate in June, I needed to get things started.
This productivity did not last for long. Only a fortnight after the meeting, another bad attack of “What am I doing? – I do not
understand myself! – Can I please crawl under my blanket and hide for the rest of my life!” hit me. For an entire month (and
that means something for those who do not know me), I did no work on my thesis at all. I kept looking for organisations but
less and less enthusiastically since all of the companies I had asked up to this point had turned me down.
In early March 2006, I became panicky. I still had not found an organisation to research in and time began to slip through my
fingers. I took action and asked Marloes whether she could send a letter to the K&S network on my behalf. She agreed and
within a few days, the events came thick and fast.
The response from K&S was fantastic. About ten persons wrote back to Marloes having all kinds of suggestions for my research. And the top of the icing: Several persons asked why I did not carry out my study in K&S. I was so excited!
About two weeks later, another company agreed to work with me: Günnewig Hotel Bristol in Bonn. – Now I had a problem!
Or rather: I needed to make a decision. Should I research in both organisations or just in one? In the former case, I would
have to significantly extend my research period. It the latter, I would have to choose…
Deep down inside I already knew that it would be stupid not to take the opportunity and work with both companies but I yet
turned for advice from Marloes and Suzanne. They confirmed my initial feeling.
Between end of March and mid-April, I had managed to find about half the number of the participants I wanted at K&S. This
bothered me a little but I thought it was more important that my data collection finally started.
From end of April until end of May, I had one of the most stressful but also one of the most wonderful times in my life. And
yet, up to this very day I cannot really say what happened but the way I was treated at K&S and the experiences as well as
talks I had with various persons in the company made me forget about all the concerns and negative feelings I had had
earlier in the year. Instead, I began to feel deep contentment and a sense of completion. It did not matter that I was travelling
almost every day. It did not matter that the participants did not fill in the preparatory booklet. It did not matter that I had to
spent hours in meetings with many people (something I do not particularly like generally). – Somehow, everything was different. I was different because I had found back to myself. Somewhere along the way, I had learned to let go of my own mental
and emotional boundaries that kept me from doing the things I liked and did best.
81
I was rather sad when I left Holland and moved back to Germany to continue my work in Hotel Bristol by the end of May. At
the same time, I was curious how the research process would progress over there. Due to the Football World Championship,
the staff in the hotel did not have the time to be interviewed and observed right away though. Thus, Mr Westphal and I decided to carry out the research around mid-June. Meanwhile, I used the time to write up the data from K&S into the little
stories.
In mid-June the second phase of my data collection finally started. The first few interviews at Hotel Bristol felt very different.
On the one hand, it did not feel natural to me to speak about ‘my topic’ in German since I had talked and written about it
mostly in English for the past three years. On the other hand, I realised that the participants were not used to talk about
themselves. As the process went on however I found into my role as an interviewer more and more.
In early July, my data collection at Hotel Bristol ended. I had already begun typing up the data into readable pieces but now
the real stress started. Within two weeks, I summarised and reduced all data, and put them into a story format. Subsequently, Marloes and Suzanne helped me analysing the stories. Very soon, the first categories emerged and I continued,
with the help of my mother, to work through all 25 stories. In the end, I really felt I did not know what I was talking about
anymore.
Ever since mid-July, I am now writing on the main body of this thesis and let me tell you, I go nuts! I have experienced the
stress of writing such a huge document before but it still bewilders me how attach I am to the pieces I produce and how keen
I am on presenting them in the best way possible.
Moreover, looking back at this past year, I can honestly and proudly (!) say I have made a transition. Starting from a rather
emotionally deserted and lonely place, I took a bumpy road to a place called ‘This-is-me’! Along the way, I have made various enriching but also eye-opening experiences as well as met many wonderful new people. I am thankful they joined my
journey because they have taught me among others, the following: Believe in the power in you and others and share your
dream – together you will bring about the change you wish to see in the world. – The document you hold in your hands right
now is a part of the contribution I would like to make.
5.3 Overall summary and conclusions
The present study investigated two concepts: the concept of passion and the concept of corporate cultures. It
was aimed at answering the following four questions:
The literature review showed that the concept of passion is not particularly well researched. Therefore, other
models and ideas such as Leider’s (2000) theory on authentic vocation, Maslow’s (1947; 1953) hierarchy of
needs, and Weymes’ (2005) philosophical argument for the people-focused organisation were applied to investigate its origin. In addition, its link to corporate cultures was investigated. Although traditional theory on corporate
cultures offered little insight on the connection to passion, yet three frameworks were found that provided first
conclusions about the relationship. Bruch and Ghoshal’s (2003) Four zones model, for instance, indicated that
could be linked to energy. In Handy’s (1995) Gods of management classification, it could be related to existential
purposes and Weymes’ (2005) philosophical argument for the people-focused organisation, it could be connected
to spirituality and inspirational dreams.
However, these three theories commonly had one pitfall: they disregarded that organisations are “living phenomena” (Senge et al., 2005, p. 49) and that every member in an organisational culture personifies it. Thus, they
overlooked that it is more useful to focus on human beings rather than abstract concepts if one aims to gain in82
sight into the connection between corporate cultures and passion respectively which factors support or inhibit this
connection.
Therefore, a new framework was developed, which was based on the notion of people as being fourdimensional, i.e. consisting of a mind, soul and spirit (Gordon, 2000). The literature to explain this view did not
only support the fact that persons are four-dimensional but also gave indications why organisations/ corporate
cultures can to be described as four-dimensional. This subsequently led to the development of a model incorporating these findings.
The four research questions were subsequently investigated using a case study approach and multiple, exploratory methods such as a so-called preparatory booklet, interviewing and observations. The overall data collection process lasted eleven weeks and took place in two organisations: 1) the Dutch HRD consultancy firm
Kessels & Smit and 2) the German four-star superior hotel Günnewig Hotel Bristol Bonn. Taken together, 25
interviews were carried out and 21 different situations were observed.
The generated data provided diverse insights, which were put into various models, tables and displays.
Among others, the findings provided very clear answers to the question posed as part of this study. With regards
to the first research question – what is the concept of passion – it was found that passion entails very distinct
components. It is not only rooted in people’s beliefs, values, wishes or dreams but also has to be triggered before
it comes into motion. Once it has been activated however, a ‘passion process’ starts. This consists of three
phases (1. recognition, 2. maintenance and 3. development) and is influenced by various internal (e.g. selfconfidence) and external (e.g. others, one’s organisation) factors. Moreover, it was found that the outcomes of
passion do not only occur on a visible, audible and perceptible level but also they can either be positive or negative.
Similar findings were made with regards to the question: what is the concept of passion related to in corporate cultures. For, the study led to the result that passion can also exist on a collective level. Interestingly, the
discovered concept, which was subsequently called ‘concept of corporate passion’, functions similarly to the
individual-based concept. The main difference occurs in the ‘passion process’. Here, the three phases ‘recognition’, ‘maintenance’ and ‘development’ occur in a somewhat different order. Since, while individual passion can
exist without the person consciously recognising and labelling it passion, this is almost impossible on a collective
level.
Lastly, with regards to the final two research questions – what factors support/ inhibit passion in corporate
cultures – it was found that it is largely factors that occur on three different levels, namely an individual level, an
external level and a workplace-related level.
The discussion of these findings showed that passion is linked to notions about integrity and authenticity as
well as spirituality and emotions. It concerns learning, is always related to a context, and generally connects one’s
inner world with the larger whole. In addition, there exists the concept of corporate passion, which can be seen as
an expression of combined passions of individuals. It links to organisational spirituality as well as notions about
the complexity and sensitivity of organisational systems. Thus, it can be seen as a sign of an organisation’s na-
83
ture. Finally, it was established that the factors: co-workers, autonomy, appreciation as well as individual and
organisational development play a central role in determining whether people feel their passion is nurtured or
inhibited.
Based on these findings, various implications were outlined and recommendations for practice and research
were made.
Overall, it can be concluded that passion is a strong concept that has great significance in terms of how people go and feel about their work. Moreover, it showed that passion is indeed an existing concept within organisations but can display very differently. That is, it cannot only occur on an individual but also on the organisational
level. In the former case, it can lead to a sense of self-fulfilment and often triggers others to reflect upon their own
passions (see reflection). In the latter case, the effects are equally strong. For, internally, corporate passion appears to bind people to an organisation, making them feel like a long missing piece in the puzzle. Also externally,
it has significant effects. For it can extend organisational boundaries and translate onto the outside (e.g. to clients, customers or, as in case Hotel Bristol guests) thus making businesses more attractive and more successful.
So, there is only one question left: Is it passion in corporate cultures question mark or exclamation mark?
According to this study, it is clearly: Passion in corporate cultures! Since, it is no longer a question, but a call to be
answered.
84
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Verdonschot, S. (2005). The 12 design principles of knowledge productivity. Lecture handout for HRD in a Learning Society and Knowledge Economy, Enschede: University of Twente, November 2005
Vygotsky, L.S. (1978). Mind in Society: The Development of Higher Psychological Processes. Cambridge, MA:
Harvard University Press
Whahaba, M.A., Bridewell, L.G. (1976). A review of research on the need hierarchy theory. Organizational Behaviour and Human Performance, 15 (2), 212-240
Weymes, E. (2005). Organizations which make a difference: a philosophical argument for the “people focused
organization”. Corporate Governance, 5 (2), 142-158
Wolf, E.R. (1982). Europe and the People without History. Berkeley: University of California Press
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References
Wrzesniewski, A. & Dutton, J.E. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work.
Academy of Management Review, 26 (2), 179-201
Yin, R.K. (2003). Case study research: design and methods (3rd ed.). Thousand Oaks, CA: SAGE Publications,
Inc.
Zakaria, F. (2005). The Earth’s Learning Curve. Newsweek Special Edition, December 2005-February 2006, 6-8
Zaleznik, A. (2004). Managers and Leaders – Are they different? Harvard Business Review, 82 (1), 74-81
89
Appendix A – Ethics statement (English version)
Appendix A – Ethical statement (English version)
April 2006
Invitation to explore and research the concept of passion in the culture of work
Dear ______________,
I would hereby like to once again officially invite you to explore and research the concept of passion in the culture of work in
your organisation with me.
My research mainly aims at discovering and investigating two things. Firstly, I would like to gain a better understanding of
how passion can be defined in an organisational context. Secondly, I am interested in finding out which factors compliment
and which factors inhibit passion in the culture of work. By doing this, I intend to fulfil my third goal, namely to contribute to a
more holistic, research-based understanding of passion in organisations.
I would like to engage in this explorative process with you. For this, I would like to work with you in the following way:
1.
I will shortly send you a preparatory booklet. This booklet contains two tasks. In the first one you are asked to think and
write about a critical incident concerning one of your passions and that you have encountered since the start of your
employment in Kessels & Smit. As part of the second task, you are required to (graphically) map the culture of your
company. You can do this in form of words, drawings or any other way that comes to mind. In total, you will have about
10 days to fill in the exercises in the booklet – i.e. until ____________. Once you have done so, simply send the booklet back to me. However, please also keep a copy for yourself, as we will come back to your answers during our interview. This brings me to the second phase of our research process together.
2.
As already agreed and planned, I would like to engage in a 1-hour interview with you on ____________. This interview
will be about two topics. On the one hand, we will reflect and discuss your answers from the booklet and on the other
hand, we will explore and identify favourable and inhibiting factors for passion in the culture of your workplace. After the
interview, you will be sent a summary of our session that I would like you to check and verify. – But I will explain this
more during the actual interview.
In addition to the above, we have already agreed that I will most likely join you during one of your meetings with
____________________ on __________. I am looking forward to hearing from you whether this is truly possible.
I would like to point out that I am aware that your participation in this research is intense for you, both time wise and on a
personal level. Nonetheless, I am convinced that our exploration will be rewarding for you, as I intend to engage in several
reflective sessions with you (e.g. after our interview as well as after the observation). In short, hopefully this shall not only be
my personal learning process but this will also provide you with some interesting insights.
Lastly, but most importantly, I would like to ensure you that everything stated in the preparatory booklet and anything we
discuss during the interview will be kept anonymous. The same goes for the observations. Moreover, I will always obtain
full permission from you before publishing any details. Finally, I want to inform you that all documentation collected during
this research will be destroyed by end of September 2006.
I hope you will enjoy your participation in this research. Please do not hesitate to contact me at any time prior to or during the
research process. My email address is RSt306@web.de and my mobile no. +31 633 940 311.
Sincerely
Romy Steinhäuser
I have read this invitation and agree to the terms set in it:
Print name _________________________________________________________________________________________
Signature ________________________________________________ Date ____________________________
Are you happy with the interview being recorded on a tape?
(All recorded documentation will be destroyed by the end of September 2006)
90
YES / NO (delete as appropriate)
Appendix B – Ethical statement (German version)
Mai 2006
Einladung zur Teilnahme an meiner Studie zum Thema:
„Begeisterung und Enthusiasmus am Arbeitsplatz und in Unternehmen“
Liebe(r) ______________________,
hiermit lade ich Sie herzlich ein, gemeinsam mit mir das Thema „Begeisterung und Enthusiasmus am Arbeitsplatz und in
Unternehmen“ zu entdecken und zu erforschen.
Meine Studie hat folgende Ziele:
Zum einen möchte ich herausfinden, wie die Begriffe Begeisterung und Enthusiasmus in der Arbeitswelt definiert werden.
Zum anderen will ich untersuchen, welche Faktoren die Arbeitslust und den Enthusiasmus von Menschen am Arbeitsplatz
und in Unternehmen fördern und welche sie blockieren. Dadurch möchte ich zu einem tieferen und wissenschaftlichbasierten Verständnis des Konzeptes des inneren Antriebs/ der inneren Begeisterung im Arbeitsleben beitragen.
Auf meine Entdeckungsreise zu diesem Thema würde ich Sie gern mitnehmen. Unsere Zusammenarbeit stelle ich mir wie
folgt vor:
1.
In der Anlage zu diesem Schreiben finden Sie ein Dokument mit dem Titel „Vorbereitungsmaterial“. Dieses enthält zwei
Teile: Der erste fordert Sie dazu auf, ein für Sie einschneidendes Ereignis aus Ihrem Arbeitsalltag im Günnegwig Hotel
Bristol wiederzugeben, das sie entweder besonders begeistert oder demotiviert hat. Im zweiten Teil werden Sie gebeten, zu beschreiben oder aufzumalen, wie Sie ihr derzeitiges Unternehmen wahrnehmen. Was ist typisch im Günnewig
Hotel Bristol? Was macht es besonders? Was für ein Bild kommt Ihnen in den Kopf, wenn Sie an Ihre dortige Arbeit
denken und/oder wie würden Sie die Arbeitsatmosphäre beschreiben?
Insgesamt haben Sie knapp drei Wochen zum Ausfüllen des Vorbereitungsmaterials Zeit – das heißt bis einschließlich
Dienstag, 13. Juni 2006. Sobald Sie alles komplett bearbeitet haben, geben Sie das Dokument bitte in einem versiegelten Umschlag bei Herrn Westphal ab. Vergessen Sie bitte nicht, vorher noch eine Kopie für sich zu machen, denn Ihre Antworten werden der Ausgangspunkt für unser anschließendes, persönliches Interview sein. Dies bringt mich zu
Phase 2 unserer gemeinsamen Entdeckungstour.
2.
Als Teil meiner Studie würde ich Sie gern nach dem 13. Juni 2006 für ca. 60 Minuten interviewen (einen genauen Termin werden wir noch ausmachen). Während unseres Gesprächs wird es um zwei Themen gehen: Zum einen will ich
gemeinsam mit Ihnen Ihre Antworten aus dem Vorbereitungsmaterial reflektieren und diskutieren. Zum anderen möchte
ich mit Ihnen Faktoren aufdecken und besprechen, die Ihre Begeisterung und Ihren Enthusiasmus am Arbeitsplatz besonders positiv und/oder negativ beeinflussen.
Nach dem Interview werde ich Ihnen dann eine schriftliche Zusammenfassung des Interviews übersenden. Bitte lesen
Sie diese und überprüfen Sie sie auf ihre sachliche Richtigkeit.
Darüber hinaus plane ich, für den Zeitraum meiner Studie Beobachtungen Ihrer Tätigkeiten durchzuführen. Sofern möglich,
würde ich insbesondere gern Situationen kennen lernen, die typisch in Ihrem Unternehmen sind, sprich: Abteilungs-/ Teambesprechungen, Treffen mit Geschäftspartnern, Gespräche/ Konflikte mit Kunden, etc. Aus diesem Grund möchte ich Sie
gern für einen halben Tag bei Ihrer Arbeit begleiten. – Die genauen Einzelheiten werde ich in den kommenden Wochen noch
mit Herrn Westphal und ggf. Ihnen absprechen.
An dieser Stelle möchte ich deutlich machen, dass mir durchaus bewusst ist, wie zeitaufwendig Ihre Teilnahme an meiner
Studie für Sie ist, und dass ich auch auf der persönlichen Ebene einiges von Ihnen abverlangen werde. Gerade deshalb bin
ich aber davon überzeugt, dass sich unsere Entdeckungsreise auch für Sie lohnen wird. Denn das Vorbereitungsmaterial,
das Interview und die Beobachtungen sollen nicht nur meinen persönlichen Lernprozess voran bringen, sondern auch Ihnen
neue Einblicke und Einsichten ermöglichen.
Zuletzt zum wichtigsten Punkt, dem Datenschutz: Hiermit sichere ich Ihnen ausdrücklich zu, dass alle Angaben, die Sie im
Vorbereitungsmaterial oder während des Interviews machen werden oder die ich während der Beobachtungsphasen notiere,
vertraulich sind und bleiben. Das heißt, ohne Ihre Zustimmung werde ich keine Daten an Ihre Vorgesetzten oder Kollegen
weitergeben bzw. veröffentlichen. Außerdem möchte ich Sie darüber in Kenntnis setzen, dass alle Daten, die im Rahmen
dieser Studie sammeln werde, nach Ablauf der Untersuchung Ende September 2006 vernichtet werden.
Ich hoffe, die Teilnahme an dieser Studie wird Ihnen Spaß machen. Bitte zögern Sie nicht mit zu kontaktieren, sollten ihrerseits Fragen bestehen. Meine eMail-Adresse lautet Romy.Steinhaeuser@web.de, meine Handy-Nummer 0177/ 17 27 037.
91
Mit freundlichen Grüßen
Romy Steinhäuser
Ich habe dieses Schreiben gelesen und stimme den darin festgelegten Bedingungen zu:
Name _____________________________________________________________________________________________
Unterschrift _______________________________________________ Datum ___________________________________
Sind Sie damit einverstanden, dass das Interview elektronisch aufgenommen wird?
(Alle Aufnahmen werden Ende September 2006 vernichtet werden.)
92
Ja / Nein
Appendix C – Preparatory booklet (English version)
Faculty of Behavioural Sciences
Preparatory booklet
(personal & confidential)
User:
Company: Kessels & Smit
Date:
__________________________
93
April 2006
Dear _________,
As outlined in the ethical statement, I would like you to engage in a number of practical reflective activities as part
of our collaboration as well as in preparation for our interview. I have therefore produced this booklet for you.
The booklet consists of two activities. The first exercise asks you to think and write about a critical incident you
have encountered since starting your work at Kessels & Smit. In general, a critical incident can be defined as a
situation or an action that is/ was significant, i.e. critical, in determining the effectiveness or ineffectiveness of an
outcome. Hence, you are expected to write about an event that either had a particularly positive or negative result. – However, the description at the start of the exercise will give you some more detail what critical incident
reporting is all about.
The second activity requests you to (graphically) map the culture of your organisation. How you do this is up to
you. You can either draw a visual image of the culture; you can give a written description, use a metaphor or
make a combination of the above. If you have another idea, brilliant, go ahead and carry it out. Please just bare in
mind that you are asked to map the culture of your organisation only. – Again, more in-depth information about
the task is provided at the commencement of the exercise.
Please attempt to work on the activities as honestly as you can. There are no right or wrong answers and you will
not be evaluated or judged on the statements you make. Rather, this booklet is aimed at providing me with some
insight into how you perceive your organisational culture and, more importantly, at giving you a chance to reflect
on your experience in your company and maybe to discover some unexpected answers.
Please complete the booklet by _______________________. You can either email (RSt306@web.de) or fax
(+49 1212 517 937 953) it to me.
I would yet again like to ensure you that the answers in this booklet will be treated confidentially. Everything
stated in it will remain between you and me.
I am looking forward to receiving your booklet and to the interview we will have together shortly!
Thank you for your time and effort! I highly appreciate it!
Romy Steinhäuser
94
Part I – Critical incident report
Description:
In general, a critical incident report is a brief, written, factual report about actions that were carried out in response to an explicit situation or defined field. People who took action in needed situations, observers or both,
may write these reports. A critical incident can be defined as a situation or an action that is/ was significant, i.e.
critical, in determining the effectiveness or ineffectiveness of an outcome.26 Hence, you are expected to write
about an event that either had a particularly positive or negative result in the context of your work. Moreover, the
incident should have either complimented or inhibited your passion. For, as you know, this research especially
aims at investigating factors that trigger/ enhance or block/ restrain passion in the culture of work. Thus, I would
like you to focus on this aspect also, please.
Task 1:
Please take a few minutes to think about a critical incident you have experienced as part of your work at your
current workplace and that has either positively or negatively impacted on your passion.
▼
What was the incident about? How does it involve your passion? Why was it critical in your view?
▼
Now please tell me a bit more about the context: Who was involved in the incident? What was your role?
When and where did it happen?
▼
What was the outcome of the situation? What choices did you have to make? What consequences did your
choices have?
▼
How did the incident affect your passion? Why did it have an effect on it? What does it tell you about yourself
and your passion?
26
The first part of the description is based on two resources:
1. Fivars, G. (unknown). Using the critical incident technique. Available at: http://www.apa.org/psycinfo/special/cit-intro.pdf
2. Flanagan, J.C. (1954). The critical incident technique. Psychological Bulletin, 5 (4), 327-358
95
Task 2:
You have just written about a critical incident that you were (in)actively involved in and that has either positively or
negatively affected your passion. When you think and reflect on the answer you have given in Task 1, what does
the incident tell about the culture of your workplace? – Please give a brief description or list your thoughts using
the following questions to support/ stimulate your thinking:
▼ What was the atmosphere like at the time of the incident?
▼ Was the incident ‘typical’ or ‘normal’ for you organisation? Why/ why not?
▼ Has this or a similar incident occurred before? If yes, what does this tell you about your organisation and why
do you think these events re-occur?
▼ Regarding the outcome of the incident: How did you get there? What was involved (e.g. rationality, intuition,
creativity, emotions, etc)?
▼ If you had to name your organisational culture with regards to this incident, how would you call it?
96
Part II – Mapping exercise
Description:
According to Shephard (2000)27, mapping is a way to express connecting ideas or patterns systematically and
uses drawings, words, colours and the thickness of lines to identify meanings.
Task (adopted from Shepard):
The aim of this task is to produce a graphical image or description of your culture of work. So, please take a few
moments to think about yourself in your current organisation. When you are ready, please take the empty sheet
and imagine that it represents your organisation. Now, you have several options:
Option 1: Draw a graphical image of your organisational culture
* The following steps are simply meant to support you when drawing your image. They are NO must. However, if
you decide to graphically map your culture in a different way than outlined below, please label your symbols,
forms, etc or provide me with a brief index what your lines, colours, etc stand for so I can understand your image
better. – Thank you!
1. Represent yourself with a symbol in the organisation at a place that makes sense to you.
2. Do the same for the other persons working in your organisation and draw a circle around them.
3. Write down words, images or ideas that come to your mind about each circle on the map. If possible, connect
each new word, idea or image with a line to the associated circle.
4. Now connect those words, ideas or images that link to you. Draw a line and use the line of thickness and/ or
colours to indicate the importance of this connection.
5. Examine the map. When you are done, draw wavy lines and arrows to show connections among the words,
images and ideas.
6. Add words, phrases or images to the map if you feel you have missed something respectively to complete
the map.
Option 2: Describe your organisational culture
1.
2.
3.
4.
Write a little story or
Find a metaphor and explain it or
Write a poem or
Write about your culture of work in another interesting way.
Option 3: Carry out your own idea to (graphically) map your organisational culture
Whatever you decide for, however, please bare in mind that this task asks you to give a/ an (graphical) image of
your organisational culture only. Also, please make a copy of the map for yourself. Whenever you have time,
reflect on the map. While doing this, you may find it helpful to think about the following questions:
•
•
•
•
What does the map tell about the culture of your organisation?
What role do you play in the organisation?
Who else would say that you play this role?
Does the map represent an ideal culture for you? Why/ Why not? If not, what should be different?
27
References:
1. Shepard, B. (2000). Creating meaning and making connections: lifeplanning exploration workshop. Available at:
http://www.contactpoint.ca/natcon-conat/2000/pdf/pdf-00-02.pdf
97
Appendix D – Preparatory booklet (German version)
Faculty of Behavioural Sciences
Vorbereitungsmaterial
(Persönlich/ Vertraulich)
Teilnehmer:
Firma:
Bristol Hotel Bonn
Datum:
__________________________
98
Mai 2006
Liebe(r)____________________ ,
wie bereits in der Einladung zur Teilnahme an dieser Studie angekündigt, bitte ich Sie zur Vorbereitung auf unser Interview zwei praktische Aufgaben zu bearbeiten.
Die erste der beiden Aufgaben fordert Sie dazu auf, eine für Sie besonders markante oder einschneidende Situation aus Ihrem Arbeitsleben beim Günnewig Hotel Bristol zu schildern, das
Sie entweder begeistert oder demotiviert hat. Im Allgemeinen wird ein Ereignis dann als einschneidend angesehen, wenn es besonders positiv oder negativ war. – Eine genauere Beschreibung der Aufgabe finden Sie in der Aufgabenstellung.
In der zweiten Aufgabe sollen Sie angeben, wie Sie das Günnewig Hotel Bristol wahrnehmen.
Wie würden Sie die Arbeitsatmosphäre beschreiben? Was ist typisch für das Günnewig Hotel
Bristol? Was macht es besonders, dort zu arbeiten? Sie können Ihre Gedanken zu diesen Fragen entweder aufmalen oder aufschreiben. Sollten Sie eine dritte Idee haben – fantastisch bitten fühlen Sie sich frei, diese umzusetzen. – Wie für Teil 1, so finden Sie auch für diese Aufgabe eine genauere Beschreibung zu Beginn der Aufgabenstellung.
Bitte versuchen Sie die Aufgaben bzw. Aufträge so ehrlich wie möglich zu beantworten/
bearbeiten. Es gibt keine richtigen und falschen Antworten und Ihre Aussagen werden auch
nicht bewertet. Ganz im Gegenteil, das Vorbereitungsmaterial soll mir schlichtweg einen ersten
Einblick geben, wie Sie sich und das Günnewig Hotel Bristol sehen. Es soll darüber hinaus aber
auch Ihnen die Chance bieten, Ihre Erfahrungen und Eindrücke Revue passieren zu lassen.
Vielleicht entdecken Sie ja einige unwartende Antworten.
Bitte füllen Sie das Vorbereitungsmaterial bis einschließlich 13. Juni 2006 aus und hinterlegen
Sie es in einem versiegelten Umschlag bei Herrn Westphal. Ich werde es dann dort abholen. –
Wichtig: Bitte vergessen Sie nicht, vorher eine Kopie für sich zu machen.
Ich möchte an dieser Stelle noch einmal herausstellen, dass Ihre Antworten auf die beiden Aufgaben absolut vertraulich behandelt werden! Alle Informationen werden zwischen Ihnen und mir
verbleiben! Es werden keine Daten an dritte Personen weitergegeben werden oder ohne Ihr
Einverständnis veröffentlicht!
Ich freue mich auf unsere Zusammenarbeit. Sollten vorher Fragen bestehen, bitte rufen Sie
mich an (0177 17 27 037) oder mailen Sie mir (Romy.Steinhaeuser@web.de).
Vielen Dank für Ihre Teilnahme und Ihren Einsatz! Ich bin Ihnen sehr dankbar dafür!
Romy Steinhäuser
99
Teil I – Einschneidendes Erlebnis
Beschreibung:
Was ist ein einschneidendes Erlebnis? Im Allgemeinen wird ein Ereignis oder eine Situation immer dann als einschneidend angesehen, wenn sie besonders positiv oder negativ war. 28 In manchen Unternehmen werden solche
Ereignisse in kurzen, auf Fakten aufbauende, schriftliche Berichte zusammengefasst – sog. critical incident reports (Übersetzung: Berichte über kritische Vorfälle). Diese können von Beteiligten, Beobachtern oder Beiden
geschrieben werden.
Eine ähnliche Aufgabe wartet in diesem ersten Teil auf Sie. Denn Sie werden gleich aufgefordert, über ein Ereignis nachzudenken, das Sie entweder sehr motiviert und begeistert hat oder eher negativ beeinfluss und demotiviert hat. – Doch schauen Sie selbst.
Aufgabe 1a:
Bitte nehmen Sie sich einen Moment Zeit und versuchen Sie sich an eine einschneidende Situation aus Ihrem
Arbeitsalltag im Günnewig Hotel Bristol zu erinnern, die Sie entweder besonders begeistert oder demotiviert hat.
▼
Worum ging es in dieser Situation? Warum ist sie in Ihren Augen einschneidend?
▼
Wo und wann haben Sie die Situation erlebt? Welche Rolle spielten Sie? Wer war sonst noch mit dabei/
daran beteiligt?
▼
Wie wurde die Situation beendet/ löste sich die Situation auf? Welche Entscheidungen mussten Sie treffen?
Welche Konsequenzen hatten Ihre Entscheidungen?
▼
Weshalb hat sie das Ereignis begeistert / demotiviert? Was sagt dies Ihrer Meinung nach über Sie aus?
28
Der erste Teil der Beschreibung basiert auf zwei Quellen:
1. Fivars, G. (unknown). Using the critical incident technique. Available at: http://www.apa.org/psycinfo/special/cit-intro.pdf
2. Flanagan, J.C. (1954). The critical incident technique. Psychological Bulletin, 5 (4), 327-358
100
Aufgabe 1b:
Sie haben soeben eine Situation aus Ihrem Arbeitsalltag im Günnewig Hotel Bristol beschrieben, die nicht nur
einschneidend für Sie war, sondern ebenfalls einen Einfluss auf Ihre Begeisterung und/oder Motivation hatte.
Wenn Sie sich nun Ihre Antworten aus Aufgabe 1a noch einmal genauer ansehen, was sagt die beschriebene
Situation Ihrer Meinung nach über Ihr aus? – Um die Beantwortung zu erleichtern, können Sie auf die nachfolgenden Fragen zurückgreifen:
▼ Was für eine Atmosphäre herrschte zum Zeitpunkt des beschriebenen Erlebnisses?
▼ War diese Situation “typisch” für Ihre Firma? Warum (nicht)?
▼ Hat es schon einmal eine solche oder ähnliche Situation gegeben? Wenn ja, was sagt dies Ihrer Meinung
nach über Ihre Firma aus und warum kommen diese Situationen in Ihren Augen immer wieder vor?
▼ Wenn Sie das Ergebnis betrachten, was hat letztendlich dazu geführt? War es Rationalität, Intuition, Kreativität, Emotionalität, etc. oder eine Kombination von Dingen?
▼ Wenn Sie Ihrem Unternehmen anhand des geschilderten Vorfalls einen Namen geben müssten, wie würde
dieser lauten?
101
Teil II – Beschreibung/ Bild des Unternehmens
Beschreibung:
Die (bildliche) Darstellung oder Beschreibung eines Unternehmens (sog. mapping) ist eine Methode, um Ideen,
Zusammenhänge oder Muster besser zu verstehen. Die hierzu verwendeten Farben oder Wörter verleihen der
Darstellung/ Beschreibung ihre individuelle Bedeutung.29
Aufgabe:
Ziel dieser Aufgabe ist es, eine bildliche Darstellung oder Beschreibung zu erstellen, die Auskunft darüber gibt,
wie Sie Ihr Unternehmen wahrnehmen. Bitte lassen Sie sich einen Moment Zeit und denken Sie über Ihre jetzige
Position im Günnewig Hotel Bristol nach. Wenn Sie fertig sind, nehmen Sie sich bitte ein leeres Blatt Papier und
stellen Sie sich vor, es repräsentiere Ihre Firma. Nun können Sie zwischen folgenden Optionen wählen:
Option 1: Malen Sie ein Bild, wie Sie Ihre Organisation wahrnehmen. Stellen Sie sich folgende Fragen:
1. Welches Symbol oder welche Form repräsentiert mich bzw. meine Position im Günnewig Hotel Bristol?
2. Wie sehe ich meine Kollegen? Sind wir wie eine Familie? Sind wir Freunde? Oder sind wir einfach nur Kollegen?
3. Wie sieht meine Verbindung zu meinen Kollegen aus? Haben wir eine enge oder distanzierte Beziehung?
4. Wie ist die Atmosphäre im Günnewig Hotel Bristol?
5. Was zeichnet das Unternehmen aus/ was macht es besonders?
6. Welche Bilder kommen Ihnen in den Kopf, wenn Sie über Ihren Job bzw. Ihr Arbeitsumfeld nachdenken?
Option 2: Beschreiben und erläutern Sie die Atmosphäre/ das Besondere Ihres Unternehmens in Form:
1.
2.
3.
4.
einer Kurzgeschichte oder
einer Metapher oder
eines Gedichtes oder
einer anderen schriftlichen Methode.
Option 3: Stellen Sie die Kultur Ihres Unternehmens auf Ihre eigene Art und Weise dar
Sie haben eine eigene Idee? Fantastisch! Auf geht’s! Bitte behalten Sie jedoch im Hinterkopf, dass Sie nur aufgefordert sind, aufzuzeigen, wie Sie Ihre Firma wahrnehmen. Darüber hinaus brauchen Sie nichts zu tun..
Für welche Option Sie sich auch entschieden haben; nehmen Sie sich vor unserem Interview ein wenig Zeit und
reflektieren Sie mit Hilfe der folgenden Fragen den Inhalt Ihrer Darstellung/ Beschreibung:
• Was sagt Ihre Darstellung/ Beschreibung über Ihre Unternehmen aus?
• Welche Rolle spielen Sie in Ihrem Unternehmen?
• Wer würde bestätigen, dass Sie diese Rolle spielen?
• Repräsentiert Ihre Darstellung/ Beschreibung Ihre Idealvorstellung, wie Sie in einem Unternehmen arbeiten
möchten? Warum (nicht)? Wenn nicht, was müsste anders sein?
29
Quelle:
1. Shepard, B. (2000). Creating meaning and making connections: lifeplanning exploration workshop. Available at:
http://www.contactpoint.ca/natcon-conat/2000/pdf/pdf-00-02.pdf
102
Appendix E – Exemplary summary of an interview at Kessels & Smit
Kemp’s and my journey to passion
or
The meaning of authenticity
Kemp and I initially ‘met’ on the phone. I had called him after he had emailed Marloes that he was interested in participating in my research. During our first, nice conversation, we already set our interview and observation date. About a
week later, Kemp and I finally met in person, when I came to Utrecht to interview Marloes. We had a quick chat and rearranged the time of our interview. I also saw Kemp the day before our interview, during the K&S dag. Again, he took
the time to talk to me, what I really appreciated, and what made me look forward to our interview even more.
Part I
It was a nice morning when Kemp and I came together for our interview in the Kessels & Smit office in Utrecht.
After we had taken some coffee and cookies, our interview process started. I first explained to Kemp what the
interview was all about and how it was structured, namely, that the preparatory booklet was the fundament to
explore three different questions: 1. How do you generally experience passion in your culture of work?, 2. What
supports this passion? and 3. What inhibits this passion? Once this was clear, the interview began.
“I would like to start with the critical incident.” I said.
“Okay.” Kemp replied.
“But before we really go into it, I have a general question. What does it mean to work as an associate within
K&S?” – I had opted for this as my first question because Kemp’s critical incident had been about the moment he
had decided to be no longer an employee of K&S but rather an associate. As I did not know about the role of an
associate in the context of K&S, it seemed logical for me to clarify this first.
“The associate formula is about being a kind of freelance member of this company – but only freelance in the
formal sense of the word.” Kemp answered. “So, we are not partners or owners. We don’t have any formal relationship towards K&S. That is, I don’t have a contract or any other arrangement. I work under the name K&S and
30 percent of my turnover goes to K&S.”
“Thanks, that helps me to understand it better.” I responded.
My reaction seemed to stimulate Kemp to explain a little more. For, he suddenly continued: “And for the 30
percent I can use this building, I can ask for peoples’ support.” And chuckling he added: “And I can work under
the name K&S, which is good for me because I am not as well known as K&S.”
“So what you are saying is that it has real benefits for you and that’s why you like this position?” I replied.
“And also the other way around.” Kemp confirmed. “Because I have this position, I truly have to think about
how I will not be a freelance member in the literal sense of the word but a full-time member of this company. So it
helps me also to reflect what’s the purpose or what’s the meaning of what I’ll give to being a K&S member.”
“Well, that’s actually a nice link to your critical incident in a sense.” I realised happily.
“It is!” Kemp said smiling.
“So, thank you! You are making it real easy.” I laughed before I went on saying: “I found the case or the incident you reported really interesting because it gave me a very different insight into how you perceive your passion. At least that’s my impression and I will check on that because I saw two things or two things struck me
most.”
Kemp’s incident had been about an event that happened about three and a half years ago. At the time, he had
had a conversation with Paul, a fellow colleague of his, when he realised that it felt like a burden for him to be
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someone’s employee. Over the course of several weeks and months, he finally decided to change his position
within K&S. Therefore he experienced something that had been missing for a very long time before the incident:
“true freedom”. Thus, choosing to become an associate member made him more independent and allowed him to
choose his own way.
I continued: “On the one hand, you found your passion but there must have been something that inhibited it
first. These are the two things I would like to explore a little bit with you. And because I don’t like negative things,
let’s get them out of the way. So, what happened that you felt ‘I need to stop being a formal member of K&S and
become an associate’?”
“More and more I felt the pressure of meetings standards that someone else was not explicitly telling me“,
Kemp started, “but… Well, I was an employee of Paul and I had made a deal with him like ‘Okay, this will be my
turnover this year and I will work that many days and this will be my fair. And constantly I was thinking ‘Have I
done enough this month? What are my prospects for next month? Is that enough?’ So, this idea of ‘I have to meet
up to the standards of the agreed turnover’ made me focus on that all the time. But I didn’t want that because I
had enough money and I tried to do all kind of things without saying to myself ‘Oh, I should do this because I earn
more then and I should not do this because I will not get any money out of it’. So that was one thing! And the
other thing was that I felt I was getting into some kind of a routine. By doing projects, meeting with colleagues,
meeting with clients… Well, it was just going on and on and on without really big improvements or new innovations or something like that.”
“You mean you didn’t feel stimulated or challenged by the work anymore?” I wanted to clarify.
“Mmh…” Kemp thought long and hard. “I think that was still the case but my aim is not to stay the same all the
time and do the same things again but improving all the time – to grow. And I felt that I was still enjoying the
things that I did because I was good at them and it went well. So I could have gone on and on and on but there
was something more needed; some improvement in the way that I worked, some new focuses.”
While listening to Kemp’s answers, I still had some difficulties grasping what exactly he meant. When he had
ended I therefore said: “To me it’s not quite clear at this stage yet. On the one hand, you say ‘The financial issue
wasn’t important, I just didn’t want to be controlled by money anymore’ and on the other hand you felt that your
development was inhibited because of this routine. But if you like your job, how… - I do not see the link yet. Could
you give me some more insight maybe?”
I had realised that I had not been particularly clear on what I had been trying to say. Hence it did not come as
a surprise to me that Kemp asked: “What is the link that you are missing?”
“You said your work was still stimulating, you still liked it but why did the development stop then? I think that’s
the link I’m missing at the moment.”
“Okay.” Kemp responded. “Well, I think it was about ‘I like it’. I was not very enthusiastic about it anymore and
enthusiasm gives me the extra energy to improve, to try out new things, to go and read new literature, to go and
propose a meeting with someone I will learn from. So, I think the word ‘routine’ is the key here. It was okay, it was
going well but there was nothing new. And for me, passion is also about surprises, about having experiences that
are really intense and a little bit exciting but that was the part I didn’t focus on anymore.”
“There are two factors then with regards to this case.” I replied. The first one was the routine and the second
one – well I just call it ‘money’ now. I think we both know what I mean.”
“Yeah.” Kemp said and helpingly added: “Money focus”.
“And you wanted to ‘free’ yourself from that so to speak?”
“Yeah.” Kemp answered.
“And that happened through a discussion you had with Paul?” I asked. As Kemp nodded with his head, I simply continued. “And how did you fight for your passion? How did you ‘free yourself’?”
“Well, I asked Paul to have this meeting”, Kemp began, “because I sensed something was not going well. – In
fact it was a series of meetings that we had. I think during this fall of 2002, we met about three or four times. –
And…”
Suddenly, Kemp stopped. After a short break, he unexpectedly said: “There’s one more thing that inhibited my
passion”.
“Okay, tell me.” I replied laughingly when I understood why Kemp had stopped in the middle of his sentence.
“I felt a little insecure about making this move because I knew that becoming an associate would be an appropriate step. I knew it in my heart but I didn’t seem to like it in my head. I was a little insecure about ‘Am I good
enough in my job to be able to make my own living?’ and ‘Am I good enough at my job to attract my own clients,
to be able to also deal with the business that goes along with being an associate?’ Because I f you don’t have
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projects, then you don’t have money and nobody is going to pay for you. So I was worrying about this. – And what
I did to free myself is that I was very open to Paul about it and what bothered me and that I could not get over it
by myself and that I really needed some help; someone that thinks along, that helps me to see some other perspectives, that would give me some acknowledgement like ‘I can see it work and I am confident that you will succeed!’”
“This push.” I added.
“Yes, this little push was what I was seeking and Paul really helped me in this by being open and not saying
‘this is good for you’ but really assisting me in finding out what such a step would result in, how the future would
like when I would be an associate. So, together we discovered a kind of new world that would emerge if I made
this step. And I think this process of creating this new perspective was also the innovation and the exciting new
thing that I had missed until then. That’s why the incident was also critical in the way that I again experienced ‘Oh,
this is what I was looking for’. And by being an associate and by at least creating the circumstances of being an
associate, that already gave me the new feeling of ‘this is how I want to work’.”
I was intrigued by the strengths and dynamic of Kemp’s incident. So many things had happened on various
levels. Now I needed to know how far or deep they really went. Thus, I asked: “Could I take it as far as to say you
found yourself again in this?”
Kemp sighed and took some time before he answered. “No, not really. I think I found a little hidden part of
myself. Up till then, I didn’t believe I was an entrepreneur and this new perspective that we created positioned me
as an entrepreneur and that was not a way I had looked at myself before. So, it was really a kind of hidden or new
part that came up. That was exciting to me and I thought ‘This is a role I would like to play!’ In that sense I didn’t
find myself again because I didn’t know it yet.”
“You extended…” I answered.
“Yeah, in a way.” Kemp replied.
“That’s interesting actually.” I went on. “There must have been a trigger that you suddenly saw this hidden part
or that you felt it in some way – and I think it might has to do with the constraints but is it linked with your passion
also? And if yes, what is your passion actually?”
“You mean, is there a word for it? Does it have a name?” Kemp wanted to clarify.
“Yeah!” I confirmed.
Kemp said quietly thinking about his answer. “Does it have a name?” he suddenly began. “I think it has something to do with being autonomous. Until the incident I saw myself as someone who was good in his job but I felt
like being on someone else’s wave and hitchhiking on it but not driving my own car. And the conversation helped
me to see myself as the driver of my own car instead of being the passenger in someone else’s car.” And in an
afterthought he continued: “Ah, that’s a nice metaphor that comes up now. – So, it has something to do with being
an autonomous professional, being able to not only be good at some parts like being a good designer or a good
coach or a good facilitator but being a professional who is able to keep up with the network; someone who’s able
to track clients, to continue working with clients and in this way being independent. I think a part of my passion is
about this.”
“A part?” I asked interestedly.
“Well, I think it goes with the content of my work. So the passion is partly about the ‘what’ of my work. What
am I doing? What’s the content? The learning, the development and HRD, which is the centre. The other part is
about how I can continue this kind of work and work closely with the company and the people in it but at the same
time feel like an autonomous professional, who would be able to work without this company.”
“So, it’s really a two-sided thing.” I concluded. “The work in itself and you as a person and what you desire,
what you want and how you see yourself.”
“And the circumstances I create to be able to do this work.” Kemp added. “And the critical incident was mainly
about this last part.”
“This is what I felt as well. This is what struck me also.” I replied. “I just want to take it one level deeper, if I’m
allowed to.”
“Of course.”
“This passion you have for your field and for being a professional and having autonomy in your work. What is it
rooted in for you? Does it link to a worldview or values you have?”
“Certainly!” Kemp said strongly. “What I am looking for in my work is how I can contribute to the development
or the growth of people because I think it’s very important that people like myself, people I work with and also my
children have the opportunity to grow to their full being or potential. What I really like about being in this job or this
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kind of work is that I can be a true contributor to that. So, that is a value that I carry and what is also very important to me is that this development can take place in an environment, which creates opportunities and is not too
manipulative about what I should learn. It’s about being able to choose my own directions. Moreover, when I
support people in their own learning, that they are able to choose their own directions. That’s also why I, in my
work, when I go to the content, always look for ‘what are the motivations of people’, ‘what are their qualities’,
‘what are driving forces for them to do what they are doing but also to grow in that’. Because that’s what I think
where the energy comes from.”
“Could I or may I say then that you have the belief that everybody has a potential that needs to be brought up
or that they should fulfil?” I wanted to know.
“Yeah… Well… Should? For me, that’s the essence of life to grow and fulfil your potential. So yeah, for me it’s
‘should’. I’m not saying that everyone should do this but if they feel like they want to realise or fulfil their potential,
then I can fully support it.”
“I am asking”, I explained to Kemp, “because you could have also said they ‘could’ but I don’t know you view
that.”
“No, that has to do with the ambitions and motivations. Not everyone wants this. Some people are completely
fine with how they are doing now and they will stay in this mode.”
“And how does that make you feel?”
“It’s a little bit funny to say but I’m a little bit wiser about this since I started working. When I started working, I’d
have the urge to trigger people, to challenge them to make this next step but more and more I’m finding out not
everyone at every phase in his life is aiming at ‘I have to grow or I want to fulfil my potential’. Sometimes there is
no energy, sometimes there are other things that keep you busy and if you choose for that, then it’s okay but let
me know so I know what kind of support you need at the moment. So, it would make me a little sad or maybe
irritated even. – ‘Why don’t you make the full out of it?’ – But now it’s okay. People shall do what they like and
once they have the need for development, then I can contribute to that.”
“Would you go as far as to say it affects your own passion if somebody is reluctant to discover theirs?”
“No!” Kemp answered firmly.
“You always feel very strong about yourself and about that?” I wanted to clarify.
“Yeah”, Kemp replied, “because my success is not dependent on their ambition. I sense my success in the
way I do my job that I see the people who want to learn are really learning. And of course, there are some people,
who say ‘Ah, well, this was not working for me’. But that’s okay. And also – I learned this from Cora – everything
you give attention to grows. When I focus too much on the people who don’t want or didn’t meet up to the standards or are a little bit reluctant, well then I get a little bit depressed myself. But when I have my eye on people
who are successful or think ‘this was going well, I’ve made the next step’, then I feel successful and I can use
their energy to be more effective myself.”
“So these other people, who might be colleagues, family or even clients, they are factors – if I turn it around –
who nurture your passion? If something was successful, then you can feed on that?” I asked excitedly.
“Yeah, that helps. I think I’ve grown to being not so dependent on it anymore but, of course, it – that’s a nice
word – nurtures my passion.” And then Kemp went on to talk about an email folder he keeps on his computer,
which is called ‘Compliments’. Kemp reads through the emails in this folder from time to time to remind him of all
the positive impact he’s had on people over the past years.
“That’s a nice way to value yourself.” I commented. “It reminds me of the L’oréal advert ‘Because you are worth
it!’
Kemp and I both laughed before Kemp replied: “Yeah, it is.”
After these nice and deep moments in the interview, I found it a little hard to return to the incident. However, as
the time on my watch was steadily moving forward, I had to continue.
“Coming back to your incident.” I began. “A large part of it has to do with your colleagues, with your environment here and in your particular case Paul played a critical role obviously. And that really struck me actually because, for example, you said ‘We met at Paul’s home.’ If I compare that to my own experiences with colleagues
then I must admit, that I’ve hardly ever met with one at home. So I thought ‘Is this something really special in this
culture maybe’?’”
“The Dutch culture or the K&S culture?” Kemp asked.
A little surprised by Kemp’s question, I responded: “I would link it more to the K&S culture.”
“I think you are right”, Kemp answered, “because we also have the belief that when you really want to be good
colleagues, in the way of being a colleague, of being familiar with each other and helping or supporting each
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other, then you are also a little bit friends with each other. – Maybe not a friend like other friends you have but you
need to be open about yourself, you need to tell the others things that you don’t like. You need to be vulnerable
because then someone else can give you feedback or help you see other perspectives. So, it goes a little farther
than just the normal work context. We think this is necessary to be really effective with clients. It helps me, for
instance, to be much more creative than I would be on my own. It’s about creating the environment in which creativity and new thinking can derive and at home is a very good place for that.”
Absolutely amazed by this, I attempted to put into words what I had heard saying: “Because it gives you a
sense of…” But Kemp went on. “It’s more cosy. This room right now is rather formal. We could have also sat in
the garden though. That would have given another dimension.”
“Yeah, it’s like you said before.” I commented. “The kind of environment you are in are the reason why you can
live your passion or why it influences your passion a lot.”
“Yes, that has to do with my passion. I want to work in a relaxed way, not being stressed too much. I hate that!
A little bit tense is okay but I don’t like being stressed. Why would I? I mean life’s too short for that!”
“That might also be an inhibitor for your passion then, if you became really stressed.” I concluded.
“Yeah!” Kemp said strongly.
“By the way, it was nice to see you talking about all that. There was always a light in your eyes.”
“Yes?” Kemp asked astonished.
“Yes! A sparkle!” I said smilingly.
Meanwhile, there was about 25 minutes left of the interview and Kemp and I still hadn’t come to the second part
of the critical incident or the booklet. Hence, I decided to move on.
“I’d like to go on to the other part of the critical incident then and I have already asked you about the role of
meeting each other at home. The other thing I found interesting though was that you gave the culture the name
‘appreciative challenging’. I would just like to reflect with you whether I’ve understood it correctly because there
were different words that came to my mind.”
And thus I went on to explain that ‘appreciative’ embodied the phrases ‘caring for someone and value them in
their wholeness and uniqueness’ for me as well as ‘to have someone’s best interest at heart’; i.e. to make interactions about their growth and development.
“Have I understood that correctly?” I asked Kemp after I had ended with my explanation.
“Appreciative is really about approaching things from the positive side. You always have the intention of ‘this is
going to be a good talk, conversation, activity, or situation’. So, it’s about confidence that it will succeed. Also, it’s
about approaching things from a perspective of ‘what’s needed is already there’.
“Well, that actually links to what you said before about what your passion is rooted in.” I reflected.
“So I am consistent.” Kemp replied laughingly.
”Yes!” I answered chuckling and then went on saying “Then you have the ‘challenging’. I understood that like
you described it in your case in a sense. So, what came to my mind are the words ‘stimulation’, this ‘gentle push’,
putting forward the ‘right’ questions and ‘triggering’ actually.”
“Yeah and that starts from what you already mentioned: the caring.” Kemp built the bridge to what I had previously said. “’I am challenging you because I’d love to see you do such things or take such a step, because I see
you have it in you’. And the challenging is also about opening up your way of thinking, opening your current mindset in a coaching way, in a self-directed way. – Challenging is a very strong word in my opinion but combining it
with appreciative it becomes more subtle.”
“It’s interesting you say this”, I answered, “because my first thought was ‘Aren’t they contradictory?’”
“Mmh… Yeah… Well maybe…”, Kemp said reflecting on my thought. “Do you still think so?”
Kemp’s sincere interest in my thoughts surprised me a little. I answered: “I totally understand what you mean
and stand behind it but it was a thought I had.”
“Well, let’s investigate the contradiction then.” Kemp suggested. “Appreciative is about ‘It’s okay.’ And challenging is about ‘It’s not okay enough.’”
“Yeah! That’s how I would see it.” I responded. “Also, if I think of the metaphor you used in the last part of the
booklet, I ask myself: ‘Where’s the challenging part shown in there?’”
And with that, I took out the last part of Kemp’s booklet, which displayed a picture from “The little Prince” by
Antoine de Excupery.
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“Mmh…” Kemp answered. “This is only about the caring, you mean?”
“Yeah, ‘cos for me this would mean I take the watering can away and ‘let’s see what you do. Come on!’ I replied.
“I think that’s why I tried to be very ‘nuanced’ when I talked about the word challenge. – I can see what you
mean, so I am looking at how I can explain this.” So Kemp took a minute to think his answer through and then
continued saying: “This flower will have enough difficulty to grow and bloom, because of the environment or because of stones or there is not enough sun. And maybe there is already enough water in the ground. I can even
see the person talk to this flower saying: ‘You can be even more beautiful.’ So, it’s not about making it comfortable for the flower because it already got enough. It’s about when a person, or in this case the flower thinks ‘It’s
okay.’, then showing the perspective ‘You can do better than okay.’. That’s the challenging part of it. It’s about
helping people from good to even better.”
After Kemp had brought the picture alive so much, I was intrigued to do the same. Therefore I asked: “And you
do this, if I may stick to the picture, by talking to the flower saying ‘Come on, stretch out everything you have…’?”
“Well, talking, shouting, whatever…” Kemp answered making us both laugh.
I still wasn’t entirely ‘convinced’. “But isn’t this also appreciation? I would label that appreciation.”
“Yeah, maybe…” Kemp said at first but after a longer break he carried on saying: “No, the words are still okay
for me – also in this combination. The appreciative is for me using what’s already there and the challenge is making more of it. – I don’t know what more to say about it.”
Kemp’s last words were a clear sign for me. We had explored the subject to its fullest. It was time to move on.
Thus, although I stuck to the picture, I shifted the conversation towards another question.
“I’d like to stay a little longer with the picture. You say in the booklet that ‘watering, the warming sun and a
good place in the garden’ improve the beauty of the flower. What would these three elements be in K&S? What
are they represented through?”
“I think, the group in itself is very important”, Kemp started off, “but this group has created an atmosphere in
which you are invited to tell about what you are dealing with, what your mind is at. So, it’s a group whose intention
it is to be closely related.”
In absolute horror, I suddenly realised that – just like during my pilot interview with Marloes – the digital recorder had stopped from one minute to the next. ‘What is wrong with this thing?’ I thought. ‘I’ve only put in new
batteries right before the start of the interview.’ I worried yet knowing that I would not be able to solve the problem
in this very moment. Hence, once again I switched to note taking. I had to ‘survive’ 15 more minutes…
Not sure whether Kemp noticed or not, I continued with the interview and kept talking with him about his picture and what the terms ‘watering’, ‘warming sun’ and ‘a good place in the garden’ were represented through in
K&S. Kemp stated that ‘watering’ stood for “meeting each other”, “being there”, “sharing a great deal of one’s
passions and having the same beliefs about what is done and how it is done”. The ‘warming sun’, on the other
hand, was represented by the fact that “everyone in the group is invited to tell THEIR story” as well as the “nice
way of working and open interest”. Finally, the expression ‘a good place in the garden’ resembled everyone’s
“formal position within K&S”, i.e. that everyone has their unique spot in K&S to blossom and develop.
I furthermore asked Kemp what made the K&S culture receptive to passion. He answered that everyone
“shares a certain view on learning and the importance of learning”. Moreover, people “agree on practical beliefs”
like the one that “people should follow their motivation”, the way to facilitate others as well as the (absent) role of
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management. When I went a little deeper and asked what this passion might be rooted it or what it stood for,
Kemp replied that it is possibly “ownership”, “entrepreneurial spirit” and “emancipation”.
With this, our very nice, warm and open interview ended. When I left the room afterwards, I felt content. I had
not had such a wonderful conversation in a long time and I was very happy that Kemp had liked the interview,
too, as I had found out in a brief reflection after our conversation.
Part II
About one and a half weeks after the interview, I finally had the opportunity to see Kemp ‘in action’, i.e. to
accommodate him to a client meeting at the National Cancer Research Institute in Amsterdam. Kemp as well as
his colleague Arne, who works with Kemp on the project, had the roles of facilitators in a development process of
a group of seven people. The meeting he had invited me to, was a session in which the group discussed and
explored their competencies.
As soon as I entered the meeting room that morning, I felt welcome. The members of the group were all very
friendly and caring so I did not feel uncomfortable to be among them. Also, Kemp and Arne were greeted warmly.
There was a sincere interest in each other’s well being. Arne started the meeting by explaining the purpose of the
meeting. Kemp naturally took over from Arne at one point to elaborate on the content of the meeting. With fascination and great interest, I realised that Kemp and Arne had very different ways of establishing contact with the
people in the room in the starting phase of the meeting. While Arne ‘talked with his face’, i.e. his face was an
expression of his emotions, Kemp smiled when he approached people. However, he did not smile artificially but
showed a very warm, whole-hearted smile.
During the first part of the meeting, Kemp and Arne invited the group to talk about a recent success. While
everyone gave their input, it became evident for the first time how well balanced the group seemed to be. The
atmosphere was very relaxed and appreciative, which was no least due to Kemp and Arne’s honesty, openness
and ability to connect to the people in the room. It was particularly striking for me how Kemp and Arne continuously made people aware of their strengths and successes. This seemed to create a sense of fulfilment and contentment in the room and was a nice fundament to go on to the more ‘serious’ activities of that morning. Likewise,
I was surprised to see how energetic the group was. People had sparkles in their eyes talking about their work
and like Kemp and Arne they questioned each other about it. This showed me that everyone was equal in the
room. Finally, something happened that I had repeatedly seen since working with K&S. For, at the end of the first
part of the meeting, Arne suddenly recommended a book my Malcolm Gladwell called “Blink”. The suggestion
was well received by the participants and almost everyone wrote down the name of the author and the title of the
book. This form of knowledge sharing was not new to me but yet unique in this context.
During the break between the first and the second part of the meeting, Kemp and Arne discussed the next
sequence of the session. Moreover, Kemp informed me that they had actually improvised the first part of the
meeting. This surprised me because I had not seen any indications of that given the success of their ‘intervention’.
The second part of the meeting was about the group members’ competency profiles. One after the other, each
group member talked about their provisional competency profile, which s/he had prepared in advance. Almost
naturally Kemp and Arne divided their input/ work in this phase of the meeting. When Kemp wrote down the answers on the flip chart, Arne led the discussion and vice versa. In general, Kemp and Arne appeared to compliment each other extremely well. Both helped each other out if one of them had difficulties finding words and both
of them rounded the statements of the other, i.e. they added to each other comments and thus made them more
holistic. Furthermore, it was interesting for me to see that they always took the time to explore each individual’s
competencies until everyone felt they were complete. In addition, I was amazed that the atmosphere had become
even more relaxed and it almost seemed that people seemed to have forgotten about my presence at that stage.
This felt good. In short, the meeting had appeared to lose its formal character and had turned into a setting in
which people with common interests grew and developed together in a warm, nice and appreciative way guided
by humour and laughter. When reflecting on what made this possible, I suddenly realised that it was the groups’
and Kemp and Arne’s authenticity. Every single person in the room was him-/herself and every single person in
the room was not only allowed but also valued to being him-/herself.
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Moreover, also in this stage of the meeting theoretical input was given. However, this time it was Kemp, who
first drew and then explained a model entitled “Stages of concern”. Just like the book recommendation, the model
was well liked and received by the group. This fact became particularly interesting for me in the light of an information Kemp gave me after the meeting, namely that he generally does not like to explain theoretical issues to
other people.
The second part of the meeting was followed by another break, in which Kemp and Arne once more discussed
the following sequence.
The third part of the meeting was intended to relate the group members’ competencies profiles with their current work projects. After some people stated however that they did not feel ready to work on this yet, the concept
was slightly altered. In the middle of all this, two group members suddenly moreover asked to receive some more
theoretical input from Arne and Kemp. They wanted to know how to write a project proposal. Hence, Kemp and
Arne quickly and naturally switched into the ‘expert’ role and, based on their own experiences at K&S, presented
a possible format to write such a proposal. The group liked their insights very much and one person even took out
the proposal Kemp and Arne had written and confirmed that they had indeed done what they were just explaining
to the group. Afterwards the group divided into smaller teams to discuss proposals they had recently written and
attempt to relate it to their competencies. In the first stage of this activity, Kemp and Arne did not join the groups.
Only when they had discussed a little, each of them joined one mini-group to talk to them. However, instead of
talking all the time, it was interesting for me to see that both of them mostly listened and only gave their input
occasionally. Also, I was astonished that Kemp continued to stay with ‘his group’, without showing any reaction of
impatience or disturbance when everyone else got up to take their lunch. In my view that was not only a signal
that the mini-group and activity were important to him but that he was truly in his element. For, the group and he
almost seemed absorbed from the outside world.
Due to the time pressure, the feedback and reflection round took place during the lunch break. There was only
very positive feedback from all sides, i.e. the members of the group, Kemp and Arne but also from me. Most
valuable and important I found however that Kemp and Arne used this final stage to bring the developments,
achievements and successes of the meeting to the groups’ attention. This seemed to be like the icing on the cake
for the group who already had shown great energy, enormous strengths as well as burning passion.
Overall, the meeting had been not only exciting but also very valuable to me. I not only learned that I was able
to ‘see’ and ‘feel’ peoples’ passion without understanding most of the content but also how strong and incredibly
important authenticity is in Kemp’s daily work. All of a sudden it moreover became clear to me why I always felt
so comfortable around him. Ever since I met Kemp for the first time, he had been authentic and that made it very
easy to connect with him. I am thankful for our very authentic journey together!
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Appendix F – Exemplary summary of an interview at Hotel Bristol
Michael’s and my journey to passion
oder
Die Einfachheit des Lobens
Michael und ich trafen zum ersten Mal wenige Tage vor unserem Interview aufeinander. Ich war gerade dabei weitere
Interviewtermine mit Herrn Westphal abzustimmen, als er an uns vorbei lief. Somit bot sich die Gelegenheit für ein
persönliches Kennen lernen sowie eine direkte Terminvereinbarung für unser Interview.
Anschließend unterhielten wir uns noch für einige Minuten. Er erzählte mir, dass er auf der Webseite meiner Universität
gewesen war, um sich ein wenig näher über mein Studienfach zu informieren. Ich war überrascht und beeindruckt.
„Interessierte es ihn wirklich, was es mit meiner Studie auf sich hatte?“ fragte ich mich.
Darüber hinaus entschuldigte sich Michael, dass er das Vorbereitungsmaterial nicht detailliert genug ausgefüllte habe
und fügte hinzu, dass dies (möglicherweise) ein Ausdruck seiner derzeitigen Einstellung dem Hotel Bristol gegenüber
sei. Gern hätte ich an diesem Punkt nachgehakt. Da ich aber dringend meinen Zug erreichen musste, sagte ich ihm,
dass wir diesen Fakt während des Interviews näher besprechen würden. – Dieses folgte drei Tage später.
Ich hatte schon eine volle Stunde in der Küche des Bristols verbracht, als ich in der Empfangshalle des Hotels
auf Michael wartete. Sein Kollege am Empfang hatte mir mitgeteilt, dass Michael eigentlich erst am Nachmittag
Dienst haben würde, er aber bestimmt kommen werde, wenn wir einen Termin hätten. ‚Würde er?’, dachte ich.
‚Er hatte sich unseren Termin nicht aufgeschrieben. Vielleicht hat er ihn ja über das Wochenende vergessen...’
Doch meine Nervosität war unbegründet, denn nur einige Minuten später stand Michael vor mir. Nachdem wir
uns kurz begrüßt hatten, gingen wir in die Kupferklause. Dort angekommen begann ich sofort mit dem Interview,
indem ich mich Michael noch einmal kurz vorstellte. Anschließend informierte ich ihn über den Ablauf unseres
Gesprächs. Erst dann stieg ich richtig in unser Interview ein.
„Okay, dann legen wir mal los.“ sagte ich und fügte hinzu: „Wenn du zwischendurch Fragen hast, dann schieß
einfach los.“
Michael nickte und so fuhr ich fort.
„Du hast ja ein sehr positives Erlebnis beschrieben und gesagt, dass das Ganze einschneidend war, weil es
dich in deiner gesamten Arbeit bestätigt hat. Und die erste Frage, die sich mir auftat, war: Was hat diese Bestätigung in dir ausgelöst und warum?“
Michael hatte in seinem Vorbereitungsmaterial folgende Situation geschildert: Sein Chef hatte ihm in einer
alltäglichen Arbeitssituation anerkennend auf die Schulter geklopft. Dies war für ihn ein Zeichen der Bestätigung
gewesen, das solch eine Wirkung hatte, dass er beschloss, sich auch zukünftig in seinem Job zu bemühen.
„Erst mal natürlich ein freudiges Gefühl.“ antwortete Michael auf meine Frage. „Und ich hab’s auch auf jeden
Fall ein paar Freunden erzählt, meine ich. – Es sind halt so Kleinigkeiten. Ich meine, ich bin ja nicht der ganz
dumme Arbeiter, der so sagt ‚Boah, auf der Arbeit wurde ich gelobt und jetzt...’ Ich glaube, ich kann das schon
verarbeiten. Aber es war auf jeden Fall ein kleines Glücksgefühl und eine Bestätigung, wodurch ich dann auch
auf längere Sicht den Schluss gezogen habe, dass es sich lohnt zu arbeiten. Das war sozusagen das Ergebnis
dieser kleinen Motivation, dieser kleinen Anerkennung. Nach dem Motto: ‚Du machst deine Sache schon gut.’ –
Das war für mich auch ein Zeichen für meine gesamte Arbeit, also nicht nur dafür, dass ich diese kleine Tätigkeit
gut und gewissenhaft ausgeführt habe, sondern eben auch, dass ich mich in meiner gesamten Arbeit, die ich bis
dahin geleistet habe gut gemacht habe. Das war eigentlich das Ergebnis davon.“
„Und weshalb ist dir das so wichtig?“ fragte ich interessiert nach.
„Ich glaube, das ist jedem Menschen wichtig.“ erwiderte Michael mit Nachdruck. „Jedem Menschen ist Anerkennung wichtig. Ich habe mal dieses Buch gelesen, ‚Karriere’ von Oxford Business School, und da stehen verschiedene Theorien drin. Und eine Theorie sagt aus, dass man Leute in Unternehmen loben soll, und so gut wie
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gar nicht kritisieren soll, weil sich fast jeder Mitarbeiter auf seine Weise reinhängt oder auf seine Weise engagiert.
Dementsprechend, wenn man als Chef den Mitarbeitern das Gefühl gibt, dass sie wichtig sind, das ist schon...
Also, erstens kostet das kein Geld, zweitens ist das total einfach und drittens bringt das unglaublich viel. Und
wenn Chefs das merken und auch ausführen, dann haben sie schon einiges drauf.“
Schon während Michaels Erzählung kam mir plötzlich Reinhard Sprengers Buch „Die Entscheidung liegt bei
dir“ in den Kopf. Eine seiner Thesen besagt, dass Loben im Grunde genommen einem Urteil gleichkommt. – Ich
beschloss, Michael darauf anzusprechen.
„Jetzt werde ich dich mal ein bisschen herausfordern,“ sagte ich, „weil Loben für mich zwar nicht das absolut
negativste ist, aber ich find’s auch nicht besonders gut. Und der Grund dafür ist, weil Loben bedeutet, dass eine
andere Person dich bewertet. Das heißt, wenn ich dich für die gleiche Situation loben würde, hätte dies nicht so
ein großes Gewicht – ganz einfach deshalb, weil ich dich überhaupt nicht kenne. Wieso kann ich also deine Arbeit bewerten? Für mich ist das dann so, als würde ich mich über dich setzen und sagen ‚Oh, das hast du aber
gut gemacht.’ Woher soll ich das wissen? Ich kann das überhaupt nicht einschätzen.“
„Ja gut, es muss von den richtigen Leuten kommen. Es ist nicht das gleiche, wenn mich ein Azubi lobt. Man
muss da schon so intelligent sein und damit richtig umgehen können. Man muss wissen von wem das kommt.
Natürlich freue ich mich über jedes Lob, aber man muss das halt schon verarbeiten können. Aber dennoch, Lob
vom Vorgesetzten zu hören, ist keineswegs verkehrt.“
Nach unserem kleinen Austausch zum Thema Loben, beschloss ich zu meinen Interviewfragen zurück zu
kehren.
„Mir ist noch etwas zweites beim Durchlesen deines einschneidenden Erlebnisses aufgefallen. Du hast geschrieben, dass du in dieser Situation in der passiven Rolle warst und dein Vorgesetzter in der aktiven Rolle.
Wieso?“
„Weil ich ja natürlich nichts gemacht habe. Es ging ja im Endeffekt um das Loben, um die Motivation, um die
motivierende Rolle und dazu habe ich nichts beigetragen. Ich war nur der Empfänger.“
„Aber sonst siehst du dich schon in der aktiven Rolle oder auch nicht?“ hakte ich nach.
„Inwiefern?“ wollte Michael wissen.
„Generell in deiner Arbeit.“ antwortete ich.
„In der aktiven Rolle?“ überlegte Michael. „Nun ja, wenn ich meine Arbeit ausführe, bin ich natürlich in der
aktiven Rolle. Es gibt ganz verschiedene Rollen, die ich einnehmen kann. Wenn mir was erklärt wird, bin ich
natürlich in der passiven Rolle. Wenn ich jemandem was erkläre, bin ich in der aktiven Rolle. – Wenn du natürlich
wissen willst, in welcher Rolle ich mich lieber sehe...“
Ich lachte und nickte mit dem Kopf, da Michael verstanden hatte, worauf ich hinaus wollte.
Auch er lachte und fuhr fort. „Das kommt drauf an. Ich denke, es sollte eine gute Symbiose aus beidem sein.
Ich bin halt immer noch der Azubi und das heißt, ich sollte überwiegend noch in der passiven Rolle, der des Lernenden, sein. In dem Sinne sehe ich mich auch gerne in der passiven Rolle, weil das kommt meiner Meinung
nach für mich – und da kommen wir jetzt schon ein bisschen weiter – ein bisschen zu kurz. Man ist eher richtiger
Mitarbeiter als der Lernende, der gefördert wird. Also, im Sinne der Ausbildung sollte man gefordert und gefördert
werden und hier ist die Forderung sehr intensiv, und die Förderung – bei mir persönlich auch sehr intensiv – aber
für die meisten Azubis nicht. Die meisten Azubis werden zu wenig gefördert... Aber wahrscheinlich auch weil sie
zu wenig aus ihrer Ausbildung machen...“
Ich bemerkte, dass Michael sich sichtlich schwer tat, die richtigen Worte zu finden, wollte ihm jedoch die Zeit
geben, seine Gedanken zu Ende zu bringen. Daher ließ ich ihn weiter sprechen.
„Es ist ne schwierige Sache. Aber im Endeffekt sehe ich mich selbstverständlich viel lieber in der aktiven Rolle
und als jemand, der den Leuten was beibringt.“
„Das heißt, es ist auch dein Wunsch dann irgendwann mal...?“ begann ich meine neue Frage. Allerdings war
Michael mit seiner Antwort schneller.
„Ich will einfach zufrieden sein. – Ich glaube, das ist die ganz gesunde Folgerung aus dem, was ich alles gerne mache. Das heißt nicht, dass ich irgendwann mal ein großes Auto fahren will, sondern eine Position haben
will, die mich erfüllt. Und jetzt zur Zeit finde ich es total super Auszubildender zu sein, kleine Aufgaben, die mir
gegeben werden zu erfüllen und vielleicht ein bisschen Verantwortung zu übernehmen. Aber in einem halben
Jahr wird das vielleicht auch schon wieder für mich langweilig sein und ich brauch’ ne neue Herausforderung.
Und dadurch, dass ich immer was mehr brauch’, immer diese Schritte brauch’, da ich ansonsten keine Lust mehr
hab zu arbeiten – was mich dann auch total demotivieren würde – ist, glaube ich, einfach die Schlussfolgerung
112
daraus, dass ich natürlich irgendwann gerne viele Leute unter mir hätte... Glaube ich! Also, jetzt gar nicht, weil ich
irgendwie toll sein will, sondern so könnte ich mir das einfach vorstellen.“
Ich war von Michaels klaren Vorstellungen beeindruckte und wollte seine Aussagen daher genauer beleuchten. „Das heißt? Welche Position würdest du irgendwann gerne mal haben wollen? – Wenn du überhaupt im
Hotelbereich bleiben möchtest, das weiß ich ja nicht.“
„Das ist ne schwierige Sache.“ erwiderte Michael. „Zur Zeit finde ich diese ganze Restaurantgeschichte ganz
interessant und da das Restaurantmanagement. Das wär’ auch so ein Ziel. Andere sagen da vielleicht ‚Da
kommst du in 10 Jahren erst hin’, aber das ist mir letztendlich egal, weil die Sache an sich mich interessiert. Und
ich bin halt so arrogant, dass ich sage, da bin ich auch in ein paar Jahren, dafür brauche ich keine 10 Jahre.“
Das Schmunzeln, das bei diesem Satz auf Michaels Gesicht zu Tage trat, rührte mich. ‚Beeindruckend. Er
weiß, was er will und er glaubt auch daran – gegen alle Widerstände.’, dachte ich. Dann fuhr ich mit unserem
Interview fort.
„Und es war immer ein Wunsch von dir ins Hotel zu gehen?“
„Dass es mein Wunsch war, ins Hotel zu gehen, würde ich nicht wirklich sagen. Vielleicht habe ich’s auch erst
spät erkannt. Ich weiß es nicht. Ich fand’s aber immer interessant, wenn irgendwelche Berichte im Fernsehen
liefen. Ich fand’s interessant, dass man alles so akkurat machen muss und alles perfekt sein muss, also dass es
Sachen gab, die wirklich noch absolut waren. Da sind Regeln und die muss man einhalten. Und es ist eigentlich
ne harte Schule, die man durchläuft. Es ist nicht so 0815. – Und es war irgendwie so, dass alle anderen studiert
haben nach dem Abi und ich hatte da keine Lust drauf. Denn wenn ich was mache, was mir keinen Spaß macht,
dann macht das keinen Sinn. Und dann habe ich mir überlegt ‚ich mach’ ne Ausbildung’. Und dann habe ich mir
überlegt ‚was gibt’s eigentlich für Ausbildungen’. Also habe ich ne Reihe Praktika gemacht und während dieser
Praktika habe ich gemerkt ‚mit so ner Hotelfachausbildung kann ich mich identifizieren’.“
„Trotz dieser ganzen Schichtdienste und was weiß ich nicht allem?“, hakte ich nach.
„Ich denke, das ist so eine kleine Hass-Liebe. Die macht einen total kaputt, aber die gibt einem auch diesen
kleinen Kick, würde ich sagen.“, sagte Michael und lachte. „Und ich find’s eigentlich auch ganz toll. Nun ja,
Schichtdienst ist jetzt nicht berauschend, gehört aber dazu. Und, ich glaube, wenn man es beherrscht irgendwann in diesen Schichtdiensten über Jahre hinweg Leistung zu bringen, ist man schon belastbar und kann sich
darauf schon einiges einbilden.“
Mir schwirrte noch immer Michaels Aussage zu seinen Zukunftsplänen im Kopf herum und so beschloss ich,
ihn noch einmal dazu zu befragen.
„Du hast vorhin gesagt dieses Restaurantmanagementding würdest du dir eigentlich auch schon in ein paar
Jahren zutrauen.“
„Ja!“, antwortete Michael.
„Hier im Haus auch?“
„Nee, im Haus nicht. Das wär’ gar keine Herausforderung für mich.“
„Okay. Warum?“
„Weil ich jetzt hier alles kenne und weil... Ja, das wär’ mir schon fast zu langweilig...“ Und lachend fügte er
hinzu: „’tschuldigung! Aber ich bräuchte irgendwas neues. Jetzt gar nicht, weil ich das Haus nicht mag oder so,
aber das wär’ mir alles zu familiär. Ich bräuchte was exotischeres und irgendwie was ganz anderes.“
„Zu familiär?“ fragte ich überrascht zurück.
„Ja... Und zu bekannt für mich. Ich wüsste ja wo alles steht und wer, wer ist... – Ja, okay, das ist vielleicht die
Grundvoraussetzung für so ne Position, aber ich glaube auch, dass ich an mich andere Ansprüche habe, dass
ich... Ich glaube, das Haus in dem ich arbeiten möchte, gibt’s gar nicht. Das hat 8 Sterne und es rennen nur Mitarbeiter rum, die darauf bedacht sind, den Gästen zu helfen. Aber so viel Kohle hat kein Mensch. Oder nur Leute
in Indien... Aber genau da möchte ich arbeiten.“
„In Dubai?“ erwiderte ich.
„Ja, genau. So was.“
„Also diese ganz, ganz exklusiven Sachen?“
Michael nickte.
„Aber woher kommt dieser Wunsch überhaupt? Du sagst: Hotel haste dir dann irgendwann überlegt, haste
gefunden für dich. Aber ist das wirklich was, wo du drin aufgehst?“
„Absolut! Ja!“ antwortete Michael mit fester Stimme.
„Und was meinst du woher das kommt?“
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„Das weiß ich nicht!.“, schoss es aus Michael heraus. „Ich glaube, es ist einfach die Freude an der Arbeit an
sich.“ Michael stockte. „Das ist ne gute Frage, warum ich darin so aufgehe. Ich glaube einfach, es macht mir
richtig viel Spaß, den Leuten zu helfen bzw. anderen Leuten behilflich zu sein. Es ist die aktive Arbeit an dem
Gast, den Gast zufrieden zu stellen und vielleicht auch unsere Ziele oder unsere Vorgaben zu erfüllen. Das ist
schon ein Anreiz. – Es kann natürlich sein, dass, wenn ich ne andere Ausbildung machen würde, dass ich darin
auch aufgehen würde. Aber das kann ich mir eigentlich nicht vorstellen.“
Diese Antwort forderte mich geradezu heraus und so reagierte ich auf Michaels Worte, indem ich sagte: „Aber
wenn ich dich dann richtig verstehe, sagst du also, dir ist es wichtig anderen Leuten zu helfen. Aber dieses ‚Helfen’ könntest du ja eigentlich auch in anderen Berufen machen.“
„Da haste natürlich absolut recht. Aber jetzt so der engagierte Sozialheini bin ich nicht so wirklich. – Aber, nee,
es stimmt, es ist mir einfach wichtig, die Gäste glücklich zu machen und auch meine Arbeit wirklich gut zu verrichten und gewissenhaft zu erledigen, und die Aufgaben, die mir zugeteilt werden, auch zu erfüllen. Das ist eigentlich die Hauptsache für mich. Ansonsten würde ich die ganze Sache auch sein lassen. Aber ich hab jetzt die
Ausbildung gewählt und dann mach ich die auch richtig. Ansonsten könnte ich auch drei Jahre Urlaub machen,
da hätte ich wahrscheinlich mehr davon. So seh’ ich das. – Und wenn mir jetzt Aufgaben erteilt werden oder
wenn ich jetzt irgendwelche Aufgaben erfüllen muss, dann hat das ja auch was damit zu tun, dass mir die Aufgaben übertragen werden. Und wenn mir Aufgaben übertragen werden, dann heißt das, es wird vielleicht ein gewisses Vertrauen in mich gesetzt und dieses Vertrauen möchte ich – auf welche Weise auch immer – zurück geben.“
„Das heißt, es knüpft sich eher an gewisse Werte, die du an andere und an das Leben hast?“ versuchte ich
Michaels Worte zusammen zu fassen.
„Ja, kann sein...“ sagte Michael mit monotoner Stimme.
„Kann sein? Hört sich gut an?“ erwiderte ich daraufhin lachend, um Michael seine wenig aussagekräftige Antwort bewusst zu machen.
Auch er musste lachen. „Ja, hört sich gut an...“
Ich beließ es dabei, da ich mit meinen Fragen fortfahren musste und um Michael nicht weiter zu quälen.
„Okay, ich möchte gern noch einmal zu dem Vorbereitungsmaterial zurück kommen.“, nahm ich das Gespräch
wieder auf. „Du hast geschrieben, dass sich solche Situation (wie das einschneidende Erlebnis) auf veränderter
Basis immer wiederholt haben – also, dass du Lob bekommen hast. Und da wäre jetzt meine Frage, ob das so
ein ganz typisches Element für’s Bristol ist?“
„Nee, nicht wirklich. Das Bristol hat ja eigentlich – so wie man es aus anderen Häusern kennt – keine vorgegebenen Richtlinien nach denen es handeln. Es passiert alles auf persönlicher Basis. Wenn es eine andere Direktion gäbe oder ein anderes Management gäbe, dann würden die es auf ihre Weise machen. In anderen großen Ketten ist das halt alles vorgegeben. Da kann es dann auch sein, dass Loben zur Philosophie gehört. Bei
uns ja gar nicht. Es steht jeder Person ganz frei, wie sie da agiert. Daher ist das schwer zu sagen. – Obwohl,
nee, es ist die Anerkennung, glaube ich. Es ist im Endeffekt nicht das Loben an sich, sondern die Anerkennung,
die gerechte Anerkennung für Arbeit, die geleistet wurde. Wenn Leute nicht gut arbeiten, dann werden die auch
nicht gelobt, sondern vielleicht eher kritisiert. Dazu gehört natürlich auch Erfahrung und Übersicht, um soweit zu
sein, um das heraus zu filtern, um das zu erkennen. Wie arbeiten die und wie vorteilhaft sind die für das Unternehmen? Das ist, glaube ich, einer der wichtigsten Punkte.“
„Also, du sagst ganz klar, das ist ein Element, das dich total in deiner Arbeit unterstützt – Anerkennung oder
Wertschätzung?“ fragte ich nach.
„Also, auf jeden Fall war das so. Es wird halt immer weniger und weniger, weil man eben irgendwann, glaube
ich, eine Ebene erreicht, wo das nicht mehr recht. Da geht’s dann um was anderes. Da müssen dann andere
Sachen ne Rolle spielen – nicht nur das Loben des Chefs. Ich muss zugeben da habe ich auch Schwierigkeiten
mit, zu sagen, was es ist. Zum Beispiel, wenn du jetzt Manager bist, dann ist dir das Bankkonto wichtig, die Zahlen müssen stimmen und auf längere Sicht ist es das, was einen motiviert. Aber jetzt zur Zeit bei mir... Ich glaube,
ich muss mit mir zufrieden sein. Das Loben reicht mir jetzt zur Zeit nicht. Da gibt’s andere Sachen, die im Vordergrund stehen.“
„Das wären?“ schob ich eine kurze Frage ein.
„Das wären zum Beispiel: ich habe zu wenig Wissen meiner Meinung nach. Ich muss noch viel mehr lernen.
Ich steck mir immer so kleine Ziele und derzeit müsste ich viel mehr für die Schule tun und Know-how ansammeln. Viele andere Leute sagen zwar, ich weiß schon sehr viel, aber ich weiß in meinen Augen nicht genug.“
„Ja aber ist es wirklich ein Defizit oder ist es etwas, was du dir auferlegst?“ forderte ich Michael heraus, denn
ich hatte nicht den Eindruck, dass er faul sei oder über zu wenig wissen verfüge.
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„Das ist natürlich die Frage. Ich weiß es echt nicht. Ich mein, wenn ich jetzt ne eins schreibe, dann frage ich
mich ist das ne absolute Zahl oder ne relative eins... Nee, natürlich sind das Sachen, die ich mir auferlege, aber
es sind halt in meinen Augen Defizite, die ich habe und deswegen bin ich nicht so wirklich zufrieden mit mir zur
Zeit. Weil ich halt unvollkommen in meinen Augen herumlaufe und eigentlich viel mehr für meine Arbeit machen
müsste.“
Michaels Aussagen waren mir viel zu negativ und so entschied ich mich dazu, meine Frage-Position zu verlassen und sagte stattdessen:
„Ich find das eigentlich sehr schade, dass du das so negativ ausdrückst, weil ich find das eigentlich sehr toll,
wenn du das so von dir sagst ‚Ich habe noch Ziele und darum möchte ich noch mehr wissen.’ Ich finde es eigentlich ne absolute Stärke, dass du diese Wissbegier hast...“
„Ja, aber daran kann man auch kaputt gehen...“ warf Michael ein.
„Ja, aus eigener Erfahrung kann ich das definitiv unterstreichen.“ stimmte ich Michael lachend zu. „Aber ich
bin ein Mensch, der auch lange Zeit an seinen Schwächen rumgefuchtelt hat. Mittlerweile habe ich aber gesagt
‚Okay, bestimmte Dinge werde ich einfach nicht abstellen können’ und konzentriere mich daher viel mehr auf
meine Stärken und verstärke die. – Und von daher... Das sehe ich eigentlich bei dir auch so! Wenn du dieses Ziel
hast, mit diesem Restaurantmanager, dann bin ich mir eigentlich ziemlich sicher, dass du das irgendwann packen
wirst. Ganz einfach weil du das willst.“
„Ja, ja, das stimmt. Davon bin ich auch überzeugt..“ erwiderte Michael auf meinen Einwurf. „Aber dennoch
muss ich noch einiges tun, um 100 %ig meine Ziele zu erreichen.
Auf einmal sah ich einen guten Anknüpfungspunkt, um mich meinen hauptsächlichen Interviewfragen wieder ein
Stück anzunähern.
„Hast du eigentlich jemals mit Herrn Westphal oder irgendjemandem darüber gesprochen, was du mal längerfristig machen willst?“ fragte ich Michael.
„Nee, nicht wirklich... Obwohl? Doch! Mit dem Herrn Kanwar habe ich, glaube ich, schon mal darüber gesprochen. Ich hatte mal überlegt, nach der Hotelfachausbildung in ne Hotelfachschule zu gehen und dort zu studieren. Und dann haben wir da halt mal drüber geredet.“
Michael überlegte weiter während wir sprachen.
„Ja, doch, mit dem Herrn Westphal habe ich sogar selber schon mal geredet. Es ist falsch, was ich sage. Ich
hatte mal nen Termin mit ihm machen lassen, einfach um zu fragen ‚Was raten Sie mir nach meiner Ausbildung?’. Und da hatte er mir einige Wege aufgezeigt. Und ich hatte dann auch mal gefragt wegen nem Praktikum
in Südafrika. Das ging dann aber leider nicht wegen der Arbeitserlaubnis. Aber dementsprechend bin ich auch
ganz glücklich. Ich habe auch schon gemerkt oder weiß auch schon, dass er sehr, sehr offen dafür ist, dass er
sehr hilfsbereit ist, was das angeht. – Und klar, wenn ich noch weiter Fragen hätte bzgl. meiner Zukunft, würde
ich einfach wieder zu ihm gehen.“
„Wie ist das denn überhaupt bei euch? Werdet ihr eher dahin gepusht hier zu bleiben oder heißt es eher ‚Geht
noch mal raus, lernt noch andere Hotels kennen’?“
„Zum einen ist das von der Situation im Hause abhängig. Werden Leute benötigt oder nicht? Zum anderen
sind Beide, der Herr Kanwar und der Herr Westphal der Meinung, dass man direkt ins Ausland gehen soll und
muss, um Erfahrung zu sammeln. Aber sie haben da auch nur eine beratende Position und häufig nicht mehr –
es sei denn, man setzt sich ein und fragt, wie in meinem Fall, ‚Können Sie mir was verschaffen?’“
„Das wäre jetzt meine nächste Frage gewesen, nämlich ob das was ist, was von den Beiden kommt, ob das
von den beiden forciert wird – nach dem Motto ‚Uns ist die Entwicklung unserer Auszubildenden nach Ende der
Ausbildung wichtig und wir setzen uns daher mal mit denen hin’ oder ob man selber kommen muss.“
„Ja klar, muss man.“ sagte Michael direkt. „Früher hab ich das immer kritisiert – ‚Ja, denen liegt ja gar nichts
an der Weiterbildung unserer Azubis’ – und meiner Meinung nach gibt’s auch immer noch zu wenig interne Schulungen. Aber im Endeffekt habe ich mehr und mehr festgestellt, dass dies Dinge sind, die sehr zeitaufwendig
sind, die Geld kosten und die dann noch den meisten Azubis lästig sind, die daran einfach kein Interesse haben.
Leider ist es so, dass die Azubis dann sauer sind, dass ihnen die Freizeit geklaut wird. – Früher habe ich immer
gesagt, dass die Leute hier gar nicht gefördert werden, aber mittlerweile sehe ich das so, dass sie auch selber ihr
Engagement reinbringen müssen.“
„Das finde ich sehr interessant, weil du eben an einer Stelle auch über die Motivation gesprochen hast und
gesagt hast, dass dir Motivation sehr, sehr wichtig ist. Und das war ein Punkt, wo ich so ein bisschen hellhörig
wurde, weil ich dachte: ‚Niemand könnte dich wirklich motivieren, wenn du’s nicht möchtest’. Genau das Beispiel
dafür hast du mir jetzt geliefert. Wenn du mir jetzt sagen würdest ‚Ich hätte gern ne interne Schulung’, würden 80
115
Prozent der Leute vielleicht denken ‚Ah, um Gottes Willen!’, weil sie vielleicht nicht die gleiche Motivation haben
für das Thema oder ihre Ausbildung. Insofern... Das war eigentlich auch so ein Punkt, den ich noch mal mit dir
besprechen wollte und nachfragen wollte, wie du das siehst.“
„Ja...“ begann Michael. „Motivation? Meinerseits, meinst du jetzt? Oder wie man als Unternehmensleiter am
besten seine Mitarbeiter motiviert?“
„Das zweite ist indirekt eine Antwort auf das erste.“ antwortete ich ihm.
„Ja, also ich weiß jetzt nicht, wie ich meinen Mitarbeiter am besten motivieren würde. Das ist die Frage...!
Also...“
Da Michael Probleme mit der Frage zu haben schien, versuchte ich ihm auszuhelfen. „Stell dir einfach vor, du
wärst jetzt dieser Restaurantmanager.“
„Ja, ganz klar. Da würde ich die einzelnen Restaurants natürlich viel mehr fordern. Ich würde die, glaube ich,
gar nicht motivieren muss ich sagen, sondern erst mal nur fordern in erster Linie. Und dann, wenn sie das gut
machen würden, würde ich die fördern. Die müssten ihr eignes Konzept entwickeln und wären für ihre Zahlen
selbst verantwortlich bzw. müssten zeigen, was sie drauf haben. Und wenn ich dann für ein Hotel arbeiten würde,
was Geld hat, würde ich sagen: ‚Hier habt ihr ein Budget. Ihr könnt damit machen, was ihr wollt, aber die Zahlen
müssen stimmen.’ Dann würde ich noch jeden bitten, mal eine Liste mit 10 Punkten aufzuschreiben, was sie von
jedem Mitarbeiter wollen. Und danach würde ich wirklich diese Ideen mit ihnen erarbeiten und umsetzen. Denn
es ist, glaube ich, schon ein tolles Gefühl zu wissen ‚Aha, mein Restaurantleiter interessiert sich für meine Meinung.’ – Dann ist es noch wichtig zu schauen ‚Wie optimieren wir unsere Stärken? Wo gibt’s irgendeine Nische,
die wir einnehmen können?’ Ich glaube, das motiviert schon sehr. Wenn man da seine Talente und Ideen einbringen kann, dann identifiziert man sich mit dem Ganzen viel mehr und da hat man dann schon tolle Voraussetzungen, dass das gut wird.“
Ich musste unweigerlich immer wieder lächeln, während Michael über seine Vorstellungen sprach. Es faszinierte mich, dass diese so klar waren und, vor allem, dass sie meinen persönlichen Gedanken sehr nahe kamen.
Unsere Arbeitsgebiete waren komplett anders und doch fand ich in ihm jemanden, der mich verstand und den ich
verstand. Daher entschloss ich mich auch, noch ein wenig weiter mit der Restaurantmanager-Idee zu experimentieren.
„Ich möchte noch mal nachhaken. Du sagst: ‚Die Leute, die ich dann da hätte, müssten a) so ne ähnliche
Einstellung haben wie ich zu dem Ganzen.’ Richtig?“
„Ja...“ antwortete Michael und lachte.
„Und b) müssten sie ja dann auch diese Stärken haben. Sie müssten also innovativ sein und sagen: ‚Ja, okay,
wir wollen ein bisschen mehr machen, als der Durchschnitt?“
„Ja, tut mir leid, das muss wohl so sein.“ sagte Michael fast entschuldigend. „Ich tu mich zwar selber damit total
schwer. Das ist überhaupt nicht mein Ding, aber das ist halt leider die Gastronomie, die das abverlangt – dass
man immer nach was neuem suchen muss, was die anderen nicht haben.“
Ich konnte es nicht glauben, dass Michael sich schon wieder runter machte. Warum glaubte er perfekt sein zu
müssen? War er sich dessen überhaupt bewusst? Ich entschloss mich dazu, erneut meine Meinung kund zu tun.
„Aber das musst du ja nicht haben. Wenn man Leute hat, die das können, die diese Stärken haben, dann ist
das ja kein Thema. Du hast dafür andere Stärken.“
„Ja, genau. In meiner perfekten Welt habe ich dafür andere.“ entgegnete Michael und brachte uns damit Beide
zum Lachen.
Ich ergriff erneut das Wort. „Nee, aber ich find’s interessant, dass du das so siehst, weil ich glaube, dass nicht
alle das teilen. Wenn ich jetzt nur das Haus nehme (d.h. das Bristol), glaube ich nicht, dass viele schauen, wo sie
noch was extra machen können oder wo man noch was optimieren könnte. – Das sehe ich vielleicht eher bei
älteren Mitarbeiter, die vielleicht schon lange dabei sind und wirklich dafür brennen, für das, was sie machen.
Aber jetzt bei jüngeren Mitarbeitern...?“
Ich schaute Michael fragend an.
„Ich finde eher, dass das bei Jüngeren so ist. Also, ich seh’s auch nicht wirklich bei den Jüngeren, aber ich
find’s eigentlich viel, viel logischer, dass es bei Jüngeren so ist, weil die nicht so ausgebrannt sind und weil für die
alles noch ganz neu ist. Die haben noch andere Eindrücke von der Schule oder von den Eltern und von vielen
anderen Leuten, von denen sie umgeben sind. Und die müssten noch viel mehr Neuigkeiten einbringen können,
die müssten viel mehr Visionen haben.“
„Müssten! – Aber haste das Gefühl, dass es so ist?“ schob ich eine kurze Frage ein.
116
„Ich glaube, bei vielen jungen Leuten ist überhaupt kein Interesse da. Vielleicht hätten sie tolle Ideen, aber das
wäre ihnen viel zu anstrengend, diese zu erwähnen, sich vielleicht noch mit dem Vorgesetzten darüber zu unterhalten und sich damit auseinander zu setzen. Das ist halt alles mit Arbeit verbunden. Und wenn man das nicht
möchte, dann erwähnt man so was gar nicht.“
Plötzlich fiel mir ein Zettel ein, den ich zuvor in der Hotelküche gesehen hatte.
„Ich war zum Beispiel total überrascht, weil ich war heute Morgen für ne Stunde in der Küche mit dem Herrn
Stienen zusammen und da habe ich gesehen, dass du irgendwie nen Ausflug geplant hast oder so. – Und so
was, kommt, glaube ich, nicht allzu oft vor. Das wär’ jetzt zumindest so mein Gefühl.“
„Ja, gut. Kann sein.“ sagte Michael. „Da denk’ ich gar nicht drüber nach. Ich hab’ das immer toll gefunden, als
ich noch im ersten Lehrjahr war, dass mal irgendwas passiert, dass man merkt ‚Wir arbeiten nicht nur, sondern
wir sind noch Azubis. Diese Förderung haben wir.’ – Vor allem, ich hab’ den Herrn Kanwar gefragt ‚Wär’ das
möglich?’ und er sagte ‚Ja, klar.’ Warum haben wir’s dann nicht schon längst gemacht? Das sind, glaube ich,
auch Sachen, die Azubis ganz einfach motivieren, weil sie halt merken ‚Es ist auch Interesse für uns da.’ – Ich
muss sagen, diese Brauereisache war jetzt so was, was mich interessiert, aber es gibt auch noch so was anderes: ne Tuchfabrik. Da war ich zwar schon mal, aber da würde ich auch noch mal hingehen und wenn es nur für
die anderen wäre. – Nun ja, es gibt wahrscheinlich ganz einfach solche und solche Azubis...“
„Aber du hast ja auch schon gesagt, dass es nicht unbedingt aktiv gefördert wird, dass nicht solche Angebote
gemacht werden. Oder? – Und das mag jetzt zwar hart klingen, aber das ist ja dann schon eine kleine Kritik ans
Haus. Das klingt so nach: ‚Billige Arbeitskraft. Schön, dass ihr da seid, aber mehr auch nicht. Jetzt könnt ihr wieder gehen.’“
„Ja... Kann man so...“ setzte Michael an, brach jedoch dann den Satz ab und startete neu. „Ich glaube, das
trifft eher allgemein den Azubi. Und ich glaube, dass ist auch vor allem wegen der Gastronomie so. Und ich glaube auch, dass es hier noch okay ist. Ich kenn’ ganz viele andere Häuser, wo die das richtig krass fühlen. Aber, es
gibt eben ganz viele Sachen, mit denen man den Azubis zeigen kann ‚Bei uns ist es nicht so. Wir kümmern uns
noch für euch.’ Und die zwischenmenschliche Sache läuft hier eigentlich ganz gut. Die Überstunden werden zwar
nicht bezahlt, aber es ist jetzt auch nicht so, dass man sich total ausgenutzt vorkommt. Es gibt schon ein Dankeschön, wenn man zum fünften Mal in der Woche zwei Stunden länger da bleibt. Und es wird einem ja auch vorgelebt. Es ist nicht so, dass die Chefs nach acht Stunden nach Hause gehen. Die arbeiten hier immer noch mit am
meisten. Dementsprechend ist es hier noch ganz human.“
Da das Interview bald zu Ende sein würde, beschloss ich ohne viel zu sagen, zum letzten Teil des Vorbereitungsmaterials zu springen. So nahm ich Michaels Bild und wollte gerade ansetzen etwas dazu zu sagen, als
Michael auch schon lachend meinte:
„Äh, okay... – Ja, Hotel Bristol habe ich nicht drauf geschrieben... – Aber ich habe mir so überlegt, dass es
eine Gruppe von Leuten gibt, die die ganze Zeit nur an Ferien denken. Das andere Extrem bin ich, der noch nicht
mal in den Ferien an Ferien denken kann, sondern auch dann noch an Arbeit denkt. So, dann gibt’s noch Leute,
die vielleicht ganz gern zu mir hochschauen, die – das höre ich zumindest da raus – mich so als Vorbild haben.“
„Das heißt, das sind andere Azubis?“ fragte ich bei Michael nach.
„Ja, genau. – Und dann, und das ist durch den Pfeil, der von mir weg geht ausgedrückt, kann ich noch hinzufügen, dass es so eine Person für mich leider nicht gibt – zumindest nicht wirklich. Da muss halt auch schon
einiges stimmen; auf fachlicher Ebene, aber ich muss mir halt auch mal mit demjenigen einen saufen können. –
Das ist halt was, was ich nicht habe. Das ist aber auch gar nicht schlimm, weil ich mir denke, dass, wenn man
irgendwann mal ganz oben steht, das dann auch nicht hat. Das ist also für mich so was, wie, dass ich jetzt schon
lerne, wie es ist, allein da zu stehen. – Früher hatte ich noch nen Vorgesetzten, mit dem ich dieses Verhältnis
hatte. Ich hab das immer so dargestellt ‚Ich bin der Knappe, er ist der Ritter.’ Für den hätte ich wirklich alles getan. Der war wirklich toll. Jetzt ist er halt nicht mehr da. Das ist zwar schade, aber so geht eben die Zeit voran
und dann geht’s wieder neu los.“
117
Während Michael so sprach, war ich die ganze Zeit hin und her gerissen, was ich von seinen Aussagen halten
sollte. Er wirkte fast traurig, dass es fast niemanden in seinem Arbeitsumfeld gab, der ihm die Unterstützung und
Kraft bot, die er brauchte. Ich entschied mich, ihn darauf anzusprechen.
„Findest du das richtig, dass du keinen mehr hast oder, dass, wenn man in höhere Positionen steigt, keine
Leute mehr um sich hat und echt ganz allein da steht?“
„Das ist schon bedenklich, muss ich sagen. Aber ich glaub’ auch nicht, dass ich allein da stehe.“ sagte Michael zunächst entschieden. Dann wiegelte er jedoch ab. „Na ja, ich merk’ manchmal schon, dass, wenn ich von
Vorgesetzten gelobt werde, der Neid schon sehr, sehr hoch ist. Ich werde nicht immer wie andere behandelt zum
Teil. Aber ich glaube, das ist ganz normal. Wie soll man damit umgehen? Ich versuche eigentlich immer noch so
menschlich zu bleiben oder so korrekt und gerecht zu bleiben, wie es geht.
Dann fügte er noch hinzu: „Es gäb’ schon ein, zwei Leute, zu denen ich immer mal gehe, aber das ist halt
schwierig, sich mit denen zu unterhalten. Die sind alle älter oder mit denen kann ich einfach nicht so reden.“
„Nun ja, aber was du dir damit verbaust, wenn du sagst: ‚Der ist zu alt und mit dem kann ich das nicht machen’... Einfach mal probieren. Manchmal weiß man’s nicht...“
Michael fing herzlich an zu lachen, was mich ein wenig irritierte und gleichzeitig belustigte.
„Da lachst du dich kaputt.“ stellte ich fest.
„Nee, nee, ich stell’ mir das nur grad vor. – Aber, nee, da haste natürlich recht. Das ist auch so. Es ist jetzt
nicht so, dass ich sage...“
„No way!“ half ich Michael aus.
“Ja, genau. Aber es…”
„Stimmt für dich einfach nicht.“ sprang ich erneut ein.
„Ja, das ist auch so. Das ist zwar alles nett und so, aber da ist einfach eine zu große Diskrepanz. Da sind die
Unterschiede einfach zu groß. – Das sind alles Leute, vor denen man sehr viel Respekt hat, aber das sind keine
Personen, mit denen man noch Sachen erleben kann – nach der Arbeit oder so. Nee, das ist schon alles ganz
gut so, wie es ist.“
118
Ich stellte fest, dass ich noch weitere Fragen zu Michaels Bild hatte und so kehrte ich thematisch dahin zurück.
„Aber das sind auch Azubis oder andere Kollege?“ fragte ich, während ich mit dem Finger auf die Leute in der
„Ferien-Blase“ richtete.
„Das sind zum Teil auch andere Kollegen.“ antwortete Michael knapp.
„Aha, also auch Kollegen sind so eingestellt: ‚Ferien, Freizeit!’“
„JA! – Ja, klar.“ bestätigte Michael.
„Aber dann ist da ja schon ganz klar ein Splitting wahrzunehmen zwischen denen, die wirkliches Interesse
haben und...“
„In jeder Hinsicht! Auf jeden Fall! warf Michael umgehend ein. „Ich muss sagen, das fehlt mir auch, dass es so
ganz wenige Leute wie mich gibt, die so ganz unvoreingenommen und mit Freude ihre Arbeit erledigen. Mehr
mache ich ja gar nicht. Ich interessiere mich halt dafür und bleibe auch gerne länger, aber man wird eher belächelt und man steht als Außenseiter da. Das ist halt schade! Und ich glaube für viele Leute wie mich, und ich
stelle meiner Meinung nach keine Ausnahme dar, ist das halt so. – Tja...!“
Es entstand ein kurzes Schweigen, in dem ich mir überlegte, wie ich das Interview in einer positiven Stimmung
beenden könnte, aber leider fiel mir nicht wirklich etwas ein. Stattdessen teilte ich mit Michael meine Gedanken.
„Eigentlich schade, finde ich. – Ich habe natürlich ne Vorstellung gehabt und immer gedacht ‚Das kann doch
nicht alles so rosig sein.’ Und jetzt hab ich ne Bestätigung dafür. Von daher bin ich dir sehr dankbar, dass du mir
diese Seite auch aufgezeigt hast und vor allem von der Azubi-Seite einen Einblick gegeben hast.“
Damit endete das Interview, denn mittlerweile war eine Stunde vergangen. Michael war sehr überrascht darüber, da er, wie er sagte, das Gefühl gehabt habe, es seien gerade erst 20 Minuten vergangen. Auch ich musste
zugeben, dass ich noch sehr viel länger mit Michael hätte reden können und wollen. Aber ich musste bereits zum
nächsten Termin. Dennoch kehrte ich über den Tag hinweg immer wieder zu unserem Gespräch zurück, denn
Michaels Gedanken hatte eine Tiefe und Weisheit, die mich sehr berührten. Er wirkte so abgeklärt und es schien,
als hätte er ein Stück weit sein Weltbild verändern müssen, seit er mit seiner Ausbildung begonnen hatte. Dies
stimmte mich sehr nachdenklich.
119
Appendix G – Data categorisation chart (Kessels & Smit)
P.
1
Cause
Trigger
Content of
passion(s)
Wish to give
everyone the
opportunity to tell
their story and let
the story be of
worth
Recommendation
by colleague to
attend story
telling event
(Octopus meeting)
Story telling
[‘Sub-passions’
linking to story
telling:
Structuring,
organising,
analysing things/
data and putting
them back into
stories;
Acting;
Listening to
people’s stories]
Understanding of beliefs,
values, worldview; Existing
skills, competencies, knowledge; Development of skills,
competencies and knowledge
Facilitation of
processes
Existing skills, competencies, knowledge; Development of knowledge, skills,
competences; “Staying in
the theme”
Belief that every
individual is
unique and
constructs its
own truth or
reality
2
Supporting factors
Individual
Others/ Processes
Development and
enhancement of
individual learning
Challenging/
triggering others
to explore themselves/ their
thinking
Inhibiting factors
Individual
Others/ Processes
Effect
Individual
Others/ Processes
Positive effects:
Reading books + watching
movies (repeatedly), Sense
of fulfilment, Exploration of
personal likes/ dislikes/
passion(s), Sense of pride;
Enhancement of attractiveness to others, Authenticity;
Stories as a way of communication; Passion becomes a
must
Negative effects:
Occasional discomfort
among friends
Positive effects:
Holding workshop for others
on story telling; Others
support developmental
process; Others hear, see
and feel passion; Triggers/
touches processes in others
regarding their own likes/
dislikes/ etc; Connectivity
Inside K&S:
Embarrassment for passion
Appreciation, Collegial
among personal friends
support (emails, articles, etc)
and understanding, Personal
relationships to colleagues,
Being taken seriously,
Everyone is authentic,
Everyone shares their
passion(s)/ emotions/
knowledge; Teamwork
Inside K&S:
Outside K&S:
Hobbies; Conversations with
friends
Outside K&S:
Enviousness of others, Not
being taken seriously
Inside K&S:
Stress; Lack of time; Having
Close connections between to play a role
colleagues; Possibility to
work autonomously (entrepreneurship); Personal
relationships with clients;
Flexibility at K&S (e.g.
regarding working hours);
K&S continuously changes
in terms of people, projects +
positions; Various tools
Outside K&S:
Family
Inside K&S:
Positive effects:
Authenticity; Sense of
fulfilment, open bodyposture; Excitement; Sticking to what one believes in;
Joy for work; Possibility to
raise a family; Reinvention of
one’s self; Contentment
Positive effects:
Change of thinking/ triggering/ touching processes in
others; Tips/ hints/ advice
Outside K&S:
External disturbances (e.g.
noise, calls)
Negative effects:
Closed body-posture
Negative effects:
Confrontation with people;
Rejection from people
*Words marked in yellow*: Seen during observation meetings
120
Negative effects:
P.
3
Cause
Wish to contribute to one’s own
and other people’s development + growth
Belief that people
should fulfil their
potential
4
Wish to make
people aware of
their uniqueness
Belief/ Conviction
that self-esteem
is a main condition for learning
Trigger
Feeling of routine; Conversation with colleague(s)
Content of
passion(s)
Autonomy
Supporting factors
Individual
Others/ Processes
Compliments folder, Working
in personal environments;
Working autonomously;
competences; Active creation of circumstances; Ability
to be vulnerable
Work-field (HRD)
Creating environments that
enhance opportunities for
fulfilment
Breaking down
old systems
competences; Critical
Learning, growth; reflection; Physical/ emotional fitness or health
change
Writing books
Belief/ Conviction
that there is no
uniform way how
people learn
Individual
Inhibiting factors
Others/ Processes
Inside K&S:
Insecurity; Self-doubts;
Support of colleagues,
Worry; Feeling of stress;
Personal relationships with
Feeling of routine
colleagues; Meetings with
colleagues/ clients, Position
in K&S, Possibility to talk
openly; Appreciative challenging; Clients; Building;
Everyone shares part of
themselves; Sharing passion(s) & beliefs; Opportunity
to tell one’s story; Ownership; Entrepreneurship;
Emancipation; Teamwork
Outside K&S:
Circumstances; Friends;
Family members; Relaxing
environments
Inside K&S:
Illness; Playing a role
Honest interest in each other
as colleagues/ people;
Common interest in the field;
Principles of the corporate
curriculum; Relational
approach; Freedom &
autonomy; Nobody is an
outcast; Caring; Everyone
shares something of themselves; Personal relations to
clients; Various tools; Appreciation; Teamwork
Outside K&S:
Business contacts
Stories
Passion
121
Effect
Individual
Others/ Processes
Inside K&S:
Positive effects:
Sense of fulfilment; Sense of
true freedom/ autonomy;
Energy; Excitement, Better
understanding of oneself/
one’s needs as well as those
of others; Feeling of success; Possibility to blossom;
Authenticity; Contentment;
Confidence; Independency
of other’s actions or behaviour
Positive effects:
Trigger learning in others;
People feel good about
themselves; Appreciation;
Compliments
Outside K&S:
Negative effects:
Dissatisfaction; Lowering of
excitement
Negative effects:
Inside K&S:
Need to connect with others/
remain attractive; Understanding and learning to
adapt to K&S principles
Positive effects:
Authenticity; Sense of
fulfilment; Sense of pride;
Dynamic body language; Joy
for work
Positive effects:
Compliments; Appreciation;
Trigger learning in others;
Passionate clients; Snowball
effects (“Everyone should
have this.”); People/ clients
feel good about themselves
Outside K&S:
Negative effects:
Sense of not being oneself
Negative effects:
P.
5
6
Cause
Trigger
Content of
passion(s)
Wish to enable
people to do
things their way/
in a better way
Giving meaning
to change processes (on organisational but
mainly on personal levels)
Belief that everyone has good
intentions
Learning &
development of
people
Wish to support
people in being
the best they can
be
Situations one
has to work out
oneself; Talents/
Strengths;
Specific: Situation in high
school
Learning &
development of
people
Creation of work
environments
Supporting factors
Individual
Others/ Processes
Understanding of one’s own
strengths; Existing skills,
competencies, knowledge;
Development of knowledge,
skills, competences; Beliefs;
Intuition
competences; Ability to
reduce effect of personal
weaknesses; Intuition; Trust
in oneself
Entrepreneurship
(Creating/ Realising ideas)
Individual
Inhibiting factors
Others/ Processes
Inside K&S:
Teamwork; Conversations
with other colleagues;
Creating possibilities to work
from strengths; Connectivity;
Autonomy; Work for people
Inside K&S:
Cultural background of
clients; No regulations or
guidelines to fall back on;
Understanding and learning
to adapt to K&S principles
Outside K&S:
Outside K&S:
Inside K&S:
Teamwork; Conversations
with colleagues; Sharing of
personal interests/ beliefs/
passion(s); Social processes; Creating possibilities
to work from strengths; Work
environment; Connectivity;
Autonomy; Trust in one
another; Work for oneself;
Colleagues challenge
oneself to develop; Being
taken seriously
Outside K&S:
Personal contacts/ friendships
Find je ding (Find
your thing)/
Passion
122
Reluctance; Uncertainty;
Playing a role/ not being
authentic; Loosing touch
with oneself; Low/ no energy
Inside K&S:
Cultural background of
clients; Understanding and
learning to adapt to K&S
principles
Outside K&S:
Uncertainty from others; Too
high demands; Too little
demands
Effect
Individual
Positive effects:
Completion through others’
strengths/ abilities/ ideas;
Sense of fulfilment; Sense of
pride; Authenticity; Courage;
Energy; Prevention from
‘wrong’ judgement; Joy;
Reward (non-monetary);
Contentment; Broadening
scope of talents/ tools/
interventions
Negative effects:
Confusion; Discomfort
Positive effects:
Completion through others’
strengths/ abilities/ ideas;
Sense of pride; Sense of
fulfilment; Contentment; Not
giving up; Creating situations
in which one can work from
one’s strengths; Enhancement of attractiveness;
Sharing knowledge/ insights/
ideas; Energy; Joy; Understanding oneself better;
Authenticity
Negative effects:
Confusion; Discomfort;
Unattractiveness; Hard to
nurture/ fulfil passion; Uncertainty; Need to prove myself
Others/ Processes
Positive effects:
Opening up of clients/
people; Trigger changes/
learning in people; Looking
for possibilities for others
Negative effects:
Positive effects:
Development of relationships at K&S; Development
of K&S as a whole; Creating
situations for others to work
from their own strengths;
Strengthening of K&S
culture; Trigger changes/
learning/ development in
others; Creation of energy in
others; Feedback; Compliments; Appreciation
Negative effects:
P.
7
Cause
Trigger
Content of
passion(s)
Wish to create
External or
something new
internal stimulawith people, so
tors
they can live/ do
something that is
important to them
Entrepreneurship
Wish to make the
world a little
better
Innovation
Belief that all
people are
special
K&S => passion
for creating
organisational
structures
Belief that it is
important what
everyone thinks,
feels, does
Learning and
development of
people
Supporting factors
Individual
Others/ Processes
competences; Time structure that suits life/ needs;
Holistic view on oneself,
others as well as themes in
life and work; Entrepreneurial nature
Individual
Inside K&S:
People are not just a company but they are good
company to each other;
Collective passion; Conversations with colleagues;
Feels like ‘my company’/ my
second home’; K&S = field
for experimentation; Appreciation; Space (mentally,
physically, emotionally);
Network(s); K&S continuously develops; No competition/ no ranks
Inhibiting factors
Others/ Processes
(Too much) sensitivity
towards others; Dividing life
into pieces (time-wise)
Outside K&S:
Family; France
Effect
Individual
Others/ Processes
Inside K&S:
Positive effects:
Sense of fulfilment/ accomplishment/ achievement/
contentment; Energy; Joy;
Excitement; Authenticity;
K&S feels like family; Balanced in imbalance; Holistic
approaches to others/ work
Positive effects:
Triggering learning processes/ excitement in others;
Feedback: K&S is like a hot
shower; Partnership-like
approach at K&S; Moving
processes/ ideas together
Outside K&S:
Negative effects:
Doubts; Low energy
Negative effects
Inside K&S:
Positive effects:
Authenticity, Joy; Energy;
Sense of fulfilment/ pride;
Enthusiasm
Positive effects:
Triggering learning processes in others
Outside K&S:
Negative effects:
Loosing sight of oneself
Negative effects:
Belief that everyone has a choice/
can make a
difference
8
Wish to give
people the
opportunity to
fulfil their potential
To trigger learning in people and
nurture this
process subsequently
competences
Belief that people
and processes
are innately
positive
Inside K&S:
Colleagues; Meetings with
colleagues/ clients
Outside K&S:
123
Having to/ playing a role
P.
9
Cause
Trigger
Wish to help
people
Content of
passion(s)
Psychology &
People
Supporting factors
Individual
Others/ Processes
Existing skills, competencies, knowledge; Development of skills, competencies,
knowledge; Natural understanding of people; Christianity; Taking care of inner
needs
Christianity
10
Wish to bring out
individuals’
uniqueness
Belief that every
individual is
special and
therefore deserves the
greatest respect
Former job;
Conversations
with colleague
Finding new
solutions
competences
Advancing the
HR profession
Individual
Inhibiting factors
Others/ Processes
Inside K&S:
Openness between colleagues; Everyone shares
their emotion/ ideas; Possibility to say ‘no’; Everyone is
authentic; Entrepreneurship
(Feels like ‘my company’);
Possibility to live passion;
Conversations with colleagues; Collegial support;
Trust; Need for development; Teamwork
Outside K&S:
Personal difficulties; Stress
Inside K&S:
Possibility to work at home;
Writing books & articles; Mix
of younger + more experienced colleagues; Teamwork
Having to play a role
Outside K&S:
Learning in the
workenvironment/
Knowledge
productivity)
124
Effect
Individual
Others/ Processes
Inside K&S:
Positive effects:
Authenticity; No passing of
personal/ physical limits;
Enhancement of attractiveness to others; Enhancement of self-confidence;
Trust in one’s own abilities;
Sense of fulfilment/ of
carrying out meaningful work
Positive effects:
Offers to carry out additional/
more challenging tasks; K&S
continuously changes in
terms of people, projects +
positions
Outside K&S:
Negative effects:
Tiredness; Low energy level;
Too little time for oneself
Negative effects:
Too little time for personal
relationships
Inside K&S:
Positive effects:
Authenticity; Profound
enthusiasm, Sense of
fulfilment, Sense of pride;
Independence of others’
beliefs/ actions
Positive effects:
Creation of enthusiasm in
others; Triggers learning/
processes in others; Entrepreneurial ideas/ projects
Outside K&S:
Negative effects:
Dissatisfaction; Low energy
Negative effects:
P.
11
Cause
Wish to contribute to people’s
happiness and
growth
Trigger
Content of
passion(s)
Study; Other
people/ colleagues
Creating opportunities for
people
Wish to bring
world farther
Entrepreneurship
Wish to understand deeper
meaning of life
Personal interactions with people
(You + me)
Supporting factors
Individual
Others/ Processes
competences; Selfconfidence; Critical/ provocative; Conscious relaxation; Talent for entrepreneurship
Inhibiting factors
Individual
Others/ Processes
Inside K&S:
Collegial support/ advice;
Autonomy; Personal relationships; Conversations; Entrepreneurial spirit; Connectivity
between people; Entrepreneurship; Teamwork
Outside K&S:
Personal relationships;
Family
To do too much; Going over
the top
Inside K&S:
Outside K&S:
Effect
Individual
Others/ Processes
Positive effects:
Understanding one’s own
(re)actions; Sense of fulfilment; Sense of pride; Authenticity; Energy; Joy at
work; Open body posture;
Independence of others’
beliefs/ actions
Negative effects:
Confrontation with own limits
Positive effects:
Requests from others to
help; Acceleration/ change/
innovation; Trigger for other
people’s learning
Negative effects:
Withdrawal of people
Belief in sustainability while yet
having or wanting
to developing
earth/ world
farther
Body:
• Building/ Work environment: spacious;
coloured walls; family pictures; library
• People take drinks and food before every
meeting
• Close personal contact inside and outside K&S
• High energy in company
• Financial safety/ Org. has grown despite
recession
• No formal hierarchy or ranks
Further findings/ observations/ results/ comments:
Mind:
Soul:
• Active development of knowledge/
• Sharing of emotions in conversations as
knowledge productivity
well as physically
• Highly skilled
• Individuals know themselves and they
know each other
• Development of interventions/ theories/
models -> innovation
• Identity = Authenticity; Everyone is who
they really are
• Experience of people/ clients/ other contacts
• People talk about their needs and desires
• Learning and growth = in centre
• Experience from 30 yrs in business
• Age structure (Mixture of young and old)
125
Spirit:
• Shared philosophical view of existence
• Common ideas about contribution of K&S
• Similar values and beliefs among people
• Inspirational players
Appendix H – Data organisation chart (Hotel Bristol)
Appendix H – Data categorisation chart (Hotel Bristol)
P.
Cause
Trigger
Content of
passion(s)
1
Supporting factors
Individual
Others/ Processes
Existing skills, competencies, knowledge; Work that
has to do with people
Individual
Inside Hotel Bristol:
Collegial support even in
difficult times; Autonomy;
Little control; Atmosphere;
Personal conversations/
relationships with some
colleagues; Internationality
of guests; Communication
Inhibiting factors
Others/ Processes
Fear of change; Laziness;
Self-imposed barriers;
Assumptions; Selfconfidence; Routine
Outside Hotel Bristol:
Friends; Variation in both
one’s private and working
life
2
Current job
Independence of passion;
Weekly ‘care’- programme;
Health; Little presents to
oneself; Memories; Personal
and professional experiences
Regular guests; Personal
relationships with guests;
Appreciation of guests;
Management; Cohesion;
Collegial support
126
To do too much; Going over
the top
Effect
Individual
Others/ Processes
Positive effects:
Manipulation; People talking Feeling of being alive; Joy
behind other people’s backs;
Lack of personnel; Feeling of
exploitation
Positive effects:
Conscientious execution of
tasks
Negative effects:
Resignation; Feeling of
powerlessness; Anger;
Doubts; Fear; No authenticity
Negative effects:
Difficult guests; Lack of
personnel; Organisational
processes sometimes hinder
one’s work
Positive effects:
Sense of pride; Energy;
Contentment; Hotel Bristol
feels like family/ like home
Positive effects:
Conscientious care for
guests; Conscientious
execution of tasks
Termination of private
relationships
Negative effects:
Negative effects:
P.
3
Cause
Trigger
Family member
Content of
passion(s)
To create nice
atmospheres
Supporting factors
Individual
Others/ Processes
Existing skills, competences, Inside Hotel Bristol:
knowledge; Ambitions;
Appreciation; Praise; ColleTalent for decoration
gial support; Interpersonal
relationships; Autonomy;
Relationships with guests;
Atmosphere; Cohesion
Current job
4
Inhibiting factors
Individual
Others/ Processes
Existing skills, competences;
knowledge; Development of
skills, competences, knowledge; Responsibility; Challenges; Compliments;
Praise; Balance between
demands and fostering of
skills; Role models; Interesting work
Trust from management;
Offer to help from management; Interpersonal relationships
127
Routine; To do too much;
Going over the top
Effect
Individual
Others/ Processes
Positive effects:
Putting all of one’s energy
into projects; Joy; Independency of other people’s
actions or behaviour; Hotel
Bristol feels like family;
Active acquisition of guests
Positive effects:
tasks; Compliments; Positive
feedback from guests
Negative effects:
Negative effects:
Too family-like; Too little or
too many demands; Too little
trainings; Too little fostering
of talent; Jealousy from
others; Not being taken
seriously; Low work ethic
Positive effects:
Happiness; Motivation to
keep up good work; Aims;
Will to progress/ Search for
ways to progress; Will to
work longer hours
Positive effects:
People who do not have
similar affections; Break up
of personal relationships
Negative effects:
Too much familiarity with
people and processes;
Frustration; Loneliness;
Feeling as being an outsider
Negative effects:
P.
5
6
Cause
Trigger
Content of
passion(s)
Current job
Fascination when ´Working field
seeing others
carry out the job
Supporting factors
Individual
Others/ Processes
Practical work; Existing
skills, competences, knowledge; Years of experience;
Entrepreneurial talent;
Sabbatical; Relaxed work
environments; Understanding of one’s qualities
Existing skills, competences,
skills; competences, knowledge; Creative talent
Inhibiting factors
Individual
Others/ Processes
Effect
Individual
Others/ Processes
Opportunity to do practical
work; Autonomy; Teamwork;
Communication; Interpersonal relationships between
colleagues
Lack of staff
Positive effects:
Independency of other
people’s actions or behaviour; Ownership; Many
ideas; Joy; Satisfaction
Positive effects:
Stress/ pressure of the job in
general
Negative effects:
Little time; Little social life
Negative effects:
Lack of staff; Large amounts
of overtime; Not enough
control or authority; Routine;
Too little appreciation/
praise; Long-term prospects
are not particularly good;
Few guests; Inactivity of
management; Ways of
communication about problems/ difficulties
Positive effects:
Satisfaction; Joy; Sense of
fulfilment; Energy
Positive effects:
Negative effects:
Thoughts about leaving;
Little social life; Resignation;
Doubts; Inability to entirely
work from one’s strengths;
Frustration; No strong
feeling of belonging
Negative effects:
Quality of work; Stagnation;
No more change/ development; Possibly even fewer
guests in coming years
Teamwork; Collegial support
on all levels; Autonomy;
Freedom to do the thing one
likes and does best; Financial support of developmental activities
Partner
128
Laziness; Fear of change;
Assumptions
P.
7
Cause
Trigger
Personal contact
Content of
passion(s)
To create nice
atmospheres
Supporting factors
Individual
Others/ Processes
knowledge; Understanding
Autonomy; Relationships
of one’s qualities
with guests; Support from
colleagues; Interpersonal
relationships between
colleagues
Working field
8
Inhibiting factors
Individual
Others/ Processes
Family
knowledge; Variation of
tasks; “Every day is a surprise”
Interpersonal relationships;
Familiarity; Relations with
guests; Autonomy; Closeness between colleagues;
Teamwork
Partner; Friends
129
Self-imposed barriers;
Assumptions; Selfconfidence
Effect
Individual
Others/ Processes
Inactivity of general management; Little innovation;
Too little fostering of talent
Positive effects:
Joy; Energy; Sense of pride;
Sense of fulfilment; Contentment; Independence of
other people’s actions or
behaviour; Self-confidence
Positive effects:
Compliments/ positive
feedback from guests;
Satisfaction of guests
Negative effects:
Negative effects:
No real openness; Too little
room for discussions; Too
little appreciation/ praise; No
solution for particular problem at work; Unwritten rules;
Too little fostering of talent
Positive effects:
Joy at work
Positive effects:
tasks; Work processes run
smoothly
Negative effects:
Disappointment; Resignation; Frustration; Fear; No
authenticity
Negative effects:
P.
9
10
Cause
Trigger
Content of
passion(s)
Current job
Hobbies
Supporting factors
Individual
Others/ Processes
knowledge; Care for health/
well-being; Talent for entertainment; Experience;
Memories
Awareness that unhappy if
hobby were job; Autonomy;
Ability to adapt; Existing
skills, competences, knowledge
Inhibiting factors
Individual
Others/ Processes
Appreciation; Praise; Collegial support; Managerial
support; Interpersonal
relations between colleagues; Relations with
guests
Individual
Others/ Processes
Positive effects:
Joy; Excitement; Energy;
Bristol feels like home;
Feeling of symbiosis between Bristol and oneself;
Sense of pride
Positive effects:
Good service
Family
Negative effects:
Little time; Little social life
Negative effects:
Interpersonal relationships;
Collegial support; Guests
Unwritten rules; Low work
ethic of some colleagues;
Too much responsibility;
Lack of personnel; Little
innovation; Little openness
to new things; Too little
fostering of talent
Positive effects:
Positive effects:
Contentment in personal and Appreciation; Positive
professional life; Joy; Will to feedback from guests
progress/ Search for ways to
progress; Sometimes pos.
positive feelings about Hotel
Bristol
Friends
Negative effects:
Low motivation; Frustration;
Resignation; Sometimes
negative feelings about
Hotel Bristol
130
Assumptions; Self-imposed
barriers
Effect
Negative effects:
P.
11
Cause
Trigger
Content of
passion(s)
Professional
adviser
Dream job (not
current job)
Supporting factors
Individual
Others/ Processes
Autonomy; Variety of tasks;
skills, competences, knowledge; Active search to
maximise joy at work
Inhibiting factors
Individual
Others/ Processes
Collegial support; Interpersonal relationships between
colleagues; Humour; Guests
barriers; Laziness; Monotony; Routine
Partner; Friends
12
knowledge; Variety of tasks; Collegial support; InterperAutonomy
sonal relationships; Equality
between employees and
management; Guests;
Atmosphere; Age structure;
Support from general management
131
barriers
Effect
Individual
Others/ Processes
Little appreciation/ praise;
Little motivation; No promotions; Not being taken
seriously; Too little innovation; No active development
of people
Positive effects:
Energy; Joy; Excitement;
Sense of pride; Sense of
fulfilment; Independence of
other people’s actions and
behaviour; Working long
hours
Positive effects:
Appreciation/ Positive
feedback from guests or
business partners
Negative effects:
Thoughts about leaving;
Little motivation; Frustration;
Anger; Inability to entirely
work from one’s strengths
Negative effects:
Not being taken seriously;
Too many demands
Positive effects:
Feeling of belonging; Hotel
Bristol feels like family/ like
2nd home
Positive effects:
Negative effects:
Negative effects:
P.
Cause
Trigger
13
14
Content of
passion(s)
Former hobby
Family member
Working field
Supporting factors
Individual
Others/ Processes
Conscious decision for
current job; Existing skills,
competences, knowledge;
Awareness of strengths and
weaknesses; Ambitions;
Variety of tasks
knowledge; Successes in
professional career; Development of skills, competences; knowledge; Ambitions; Variety of tasks and
people; Relaxed, familiar
atmospheres; Humour;
People who think/ work
alike; Challenges
Inhibiting factors
Individual
Others/ Processes
Effect
Individual
Others/ Processes
Collegial support; Interpersonal relationships between
colleagues; Tips; Guests;
Atmosphere; Communication
Monotony; Too little innovation; Too little openness for
new ideas; Not being taken
seriously; Little transparency; No active development
of people
Positive effects:
Joy; Feeling of belonging;
Hotel Bristol feels like 2nd
home
Positive effects:
Partner; Friends;
Negative effects:
Negative emotions when
thinking of hobby; Resignation
Negative effects:
One does not know what 1st
general manager does
Jealousy; Low work ethic of
some colleagues; Too little
openness for new ideas;
Little transparency; Not
being taken seriously; Age
structure; In activity of
general management
Positive effects:
Positive effects:
Independency of other
people’s actions or behaviour; Sense of pride; Sense
of fulfilment; Will to progress/
Search for ways to progress
Negative effects:
Resignation; Frustration;
Thoughts about leaving; No
motivation
Autonomy; Trust from
management; Collegial
support; Interpersonal
relationships between
colleagues; Sense of community; Communication
Interactions between guest
and personnel
132
Monotony; Routine
Negative effects:
One does not know what 1st
general manager does
Body:
• Building/ Work environment: Old, heavy
and earthy coloured furniture; Uncomfortable offices; Nice atmosphere in restaurants and bars
• Everyone can take water for free; Employees can order lunch in kitchen
• Either stress-driven or boredom-driven
environment
• Repeated financial difficulties over past
years; Time of research = Financially
strongest month in years
• Hierarchical structure; formal positions;
ranks; several departments
Further findings/ observations/ results/ comments:
Mind:
Soul:
• People mostly work with skills gained in
• No open sharing of emotions because of
hotel -> ‘Company knowledge’ Biased?
guest (“The guest does not need to see
what it going on”) – i.e. Faking of emo• Hardly any trainings, education protions
grammes, job rotation, etc
• Lack of understanding, appreciation,
• Partly, participants pay for their knowlcommunication from general manageedge development and learning
ment
• Age structure in sample rather unbalanced (‘generation gap’: 21-32 yrs to 52- • De-Individualisation through uniforms
60 yrs)
• Loss of identity?
• Long-term experience as a hotel (estab- • Colleagues fulfil emotional needs of one
lished in 1970s)
another (Internal support system)
• Lack of intrapersonal insight
• Lack of interpersonal insight
133
Spirit:
• No obvious shared view of existence
• No public vision or mission
• No public display or indication of values
and beliefs
• Günnewig Group – Public promise to
guests
Appendix I – Pictures from the preparatory booklets (Kessels & Smit)
Appendix I – Pictures from the preparatory booklets (Kessels & Smit)
134
Appendix J – Pictures from the preparatory booklets (Hotel Bristol)
135
´
136
137
Appendix K – The Johari-window (Luft & Ingham, 1955)
Appendix K – The Johari-window (Luft & Ingham, 1955)
A Johari window is a metaphorical tool intended to help people better understand their interpersonal communication and relationships. It is used primarily in self-help groups and corporate settings as a heuristic exercise.
Terms selected only by the participant, but not by any of their peers, are placed into the Façade quadrant,
representing information about the participant of which their peers are unaware. It is then up to the participant
whether or not to disclose this information.
Terms that are not selected by the participant but only by their peers are placed into the Blind Spot
quadrant. These represent information of which the participant is not aware, but others are, and they can decide
whether and how to inform the individual about these "blind spots".
Terms which were not selected by either the participant or their peers remain in the Unknown quadrant,
representing the participant's behaviors or motives which were not recognized by anyone participating. This may
be because they do not apply, or because there is collective ignorance of the existence of that trait.
Resource: http://en.wikipedia.org/wiki/Johari_window
Original publication: Luft, J. and Ingham, H. (1955) "The Johari window, a graphic model of interpersonal
awareness", Proceedings of the western training laboratory in group development. Los Angeles: UCLA
138
Appendix L – Kolb’s learning cycle (Kolb, 1974)
Appendix L – Kolb’s Learning Cycle (Kolb, 1974)
Resource:
Reid, M.A., Barrington, H. & Brown, M. (2004). Human Resource Development – Beyond Training Interventions
(7th ed.). London: Chartered Institute of Personnel and Development (CIPD)
139
Appendix M – Logical levels of Dilts (1990)
Appendix M – Logical levels of Dilts (1990)
Logical levels
30
(based on Gregrory Bateson and Robert Dilts)
How to think on a higher level
An insight into the logical levels associated with learning is of benefit to the enhancement of the personal ability to
learn and the enhancement of the ability of others to learn.
The effect of each level is to organize and direct the information on the level below it. Changing something on a
higher level would necessarily change things on the lower levels; changing something on a lower level could but
would not necessarily affect the upper levels.
The level at which a person experiences his problem can be recognized from the way in which he tells his story
and asks questions. If you remain stuck on a certain thinking level a problem may seem completely unsolvable. A
coach can raise a person’s thinking level by asking questions and so opening up a new perspective.
The ability to learn can be encouraged by adapting to the relevant level or by challenging the person to think at
the next highest level.
Spirituality
Identity
Belief
Capability
Behaviour
Environment
Environment (where, when):
The environment level involves the specific external conditions in which our behaviour takes place. The emphasis
is on explaining what happened, with whom, how and where. The narrator places the cause of what happened in
the story outside himself. A lot of energy goes into explaining how something came about. This also includes
grumbling and complaining.
Behaviour (what):
Behaviour is made up of the specific actions or reactions taken within the environment. The emphasis is on what
the narrator himself thought and did and what influence he himself exerted on the situation. Behaviour also includes the narrator’s thoughts about his possible own influence and what he could have done to influence the
situation.
Capability (how):
Capabilities guide and give direction to behavioural actions through a mental map, plan or strategy. By analysing
his own influence the narrator thinks of actions he would have liked to have done, but which do not belong to his
30
This handout on the logical levels of Dilts (1990) is reproduced with permission of Kessels & Smit, The Learning Company.
140
Appendix M – Logical levels of Dilts (1990
repertoire yet. The narrator’s capabilities direct his behaviour. Here we are dealing with a plan or strategy that
forms the basis for the behavioural actions so that the narrator gets a better grip on the situation and on himself.
Belief (why):
Beliefs and values provide the reinforcement that supports or denies capabilities.
The narrator considers the motives behind the behaviour, the underlying standards and values.
Beliefs are expressed in a recognizable pattern that appears in different situations.
Limiting beliefs can stand in the way of the use of existing capabilities.
Identity (who):
Identity factors determine overall purpose and shape beliefs and values through our sense of self.
Here the narrator explores personal quests for meaning such as the quest for a higher purpose, his mission. Why
do I feel so washed out here, what is worth the trouble for me, what makes me blossom, what challenges me and
what is my passion.
This level is often involved in burnout and feelings of excessive tension.
Spirituality (what for, who else)
Inspiration relates to the fact that we are part of a larger system that reaches beyond ourselves as individuals to
our family, community and global systems. This level can also be referred to as the wisdom level.
The narrator sees (his) connection to the greater whole. This level often calls for attention in the event of a (life)
crisis.
Literature
Changing Belief Systems with NLP, Dilts. R., Meta Publications, CA, 1990
Site:
www.nlpuniversitypress.com
141

scriptie Romy Steinhaeuser passion

Transcription

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