The book “The Good Life” by Robert Waldinger discusses the findings from the Harvard Study of Adult Development, one of the longest-running studies on human happiness. The study, which started in 1938, has tracked the lives of 724 men over 75 years and now includes their children. The key takeaway from this extensive research is that good relationships are the cornerstone of a happy and healthy life. The study found that people who are more socially connected to family, friends, and community are happier, physically healthier, and live longer than those who are less well-connected. Conversely, loneliness is associated with less happiness, poorer health, and shorter lifespans.
The Connection Factor
The study emphasizes the importance of the quality of relationships rather than quantity. High-conflict relationships can be detrimental to our health, while warm and supportive relationships are protective. The findings suggest that fostering deep, meaningful connections with others is crucial for well-being.
Robert Waldinger, one of the study's directors, highlights that while career achievements, wealth, and fame are often seen as benchmarks for a successful life, they do not lead to long-term happiness. Instead, the strength and quality of personal relationships provide the most significant benefits to our mental and physical health.
Quality Over Quantity, Frequency, and Proximity
The Harvard Study of Adult Development emphasizes that maintaining good relationships is crucial for a happy and healthy life. While the study does not prescribe a specific frequency for seeing each other to achieve a great connection, it highlights the importance of having at least one solid relationship where you feel you can count on the person in times of need. This connection can be with a family member, friend, or even someone from your community.
The quality of relationships, rather than the quantity, plays a significant role. For instance, even simple, pleasant interactions with acquaintances, like a barista or a cashier, can contribute positively to one's well-being. The study found that people who felt securely attached in their relationships were less likely to suffer from depression and experienced better memory functions as they aged.
Robert Waldinger discussed in the Harvard Gazette how most people in the study could identify several close connections they could rely on in times of need. However, he also highlighted that some participants, including married ones, reported having no such trusted relationships. This lack of dependable connections was associated with increased feelings of loneliness and stress, negatively impacting both mental and physical health. Waldinger emphasized that good relationships, even if not perfect or conflict-free, are crucial as they provide a protective buffer against stress and enhance overall well-being.
What Has Organization Design Got to Do with It?
Companies today find themselves in a challenging situation. On the one hand, they have recognized the importance of employee well-being, adjusting their incentive systems, people operations, and development initiatives accordingly. Organizations are increasingly aware that supporting employee health and happiness is crucial for long-term success. This understanding has led to the implementation of various programs and benefits aimed at enhancing workplace satisfaction and engagement.
However, despite these efforts, companies continue to struggle with the implementation of ever-changing return-to-office (RTO) mandates. For instance, when given the choice, as recently seen with Dell, between returning to the office or missing out on promotions, many employees opted to forgo the promotion rather than return to the office. This scenario highlights a significant disconnect: While companies push for physical presence, employees prioritize flexibility and personal well-being.
Research supports the notion that rigid RTO policies may be counterproductive. Studies from the University of Michigan, Ipsos Public Affairs, and the University of Chicago suggest that such mandates undermine leadership and innovation. Despite the belief that proximity fosters productivity and creativity, these findings indicate that a forced return to the office can negatively impact employee morale and the innovative capacity of companies. Organizations are well-advised to carefully balance their approach to ensure they do not inadvertently stifle the very qualities they aim to cultivate and put their employee’s well-being at risk at the same time.
Combining Organization Design and Happiness Research
Integrating the findings from happiness research into organization design means creating opportunities that foster meaningful connections and encourage frequent, informal interactions, irrespective of whether these take place online, in person, or a hybrid format.
Here are five actionable points to help organizations achieve this:
- Implement Flexible Work Policies: Design flexible work arrangements that respect employees’ preferences for remote, hybrid, or on-site work. Ensure that the organization’s processes and technologies support seamless collaboration and connection regardless of physical location.
- Encourage Collaborative Projects: Structure work around collaborative projects that require cross-functional teamwork. Use digital tools to facilitate easy communication and document sharing, ensuring team members stay connected and engaged throughout the project lifecycle.
- Develop Work-Buddy Programs: Establish rotating work-buddy programs where employees can form supportive relationships with different colleagues. This rotation ensures varied interactions and helps build a broader network of meaningful connections within the organization.
- Promote Active and Dynamic Cross-Collaboration: Encourage dynamic cross-collaboration by organizing regular team-building activities, brainstorming sessions, and cross-departmental projects. This approach helps break down silos and fosters a culture of continuous interaction and cooperation.
- Facilitate Informal Interactions: Create opportunities for spontaneous, informal interactions, such as virtual coffee breaks, informal team meetings, or casual chat channels. These mini-interactions help build camaraderie and replicate the organic connections that happen naturally in a physical office.
Giving these and other designs a try can trigger the much-needed collective thought process on what constitutes a good organization and get us closer to the organizational "happily ever after."
