Coaching, Filosofia, Management, Philosophy, Psicologia, Psychology

A prolegomenon to a new managerial phenomenology

Preface

The concept of “hypocritical behavior” refers to a specific way of being, traceable to a unique profile: the manager.
The word manager is confusing. Everyone is a manager, every living being manages something, things and people, every object or conscience among them. In a peculiar situation, the word manager becomes fundamental: the workspace.
There are diverse dynamics to consider, in particular those affecting the consciences, in other words, the people. The stage of this specific situation is the office.
Managing is not an easy task, even more, when the “manager” is called to cope with people and projects, two different worlds with multiple variables, totally different from each other. The “hypocritical behaviour” is the answer to this distress, the inability to manage the two worlds with excellence, the overall confusion between conscience and object. Faced with this situation, the “weak agent” (the hypocritical manager) develops psychological distress that affects his job and, accordingly, the general public consideration.
In this introduction to the “new managerial phenomenology,” I analyze the first manifestation of that distress, the phenomenon that describes the failure of an excellent work environment and workforce in particular.


This is a philosophical article. Yes, someone may feel offended or may think the author is a gossiper. This article doesn’t want to teach you anything, it is just a tool for reflecting on a situation that everyone is experiencing.
It is about management and work-life, and yes, it is not about business, marketing and frozen standardized advice we read every day in the socials.
This is a painting, framed by happiness and sorrow.


1. The hypocritical person as the agent of social malaise.

In the professional world, the hypocritical attitude gives rise to a self-negative-response that psychologically annihilates the agent of that attitude. The consequences are devastating, both for the person who propagates falsehood and for the one who receives it. Ultimately, both individuals annihilate each other by ending their career paths in anguish and frustration.

1.1 The hypocritical leader

The hypocrisy is not merely falsehood but a defensive attitude of the weak individual.
Here I consider two main ways.

1. Falsehood: the propagation of trifles to facilitate the management of individuals.
2. Malice: the destructive dynamic of the weak ego towards individuals, aimed at strengthening one’s superiority to legitimize one’s illusory competence.

The second self-righteous way is the most common and denotes a deeper personality disorder.
Representations of this malaise are, among other things:

a. Loquacity
b. Exhibitionism
c. Gnoseological ego-centrism

Loquacity. This manifestation of malaise appears as an involuntary propensity for dialogue, often disjointed and rapid. The flow of words comes out naturally but vehemently.

In the workplace, exhibitionism denotes insecurity. This has been proven several times but it is worth analyzing in detail one of the many phases of this problem.
Usually associated with eroticism, intellectual exhibitionism is widespread. In the office context, the exhibitionist likes to be the centre of attention, loves various meetings and does not rationalize waste (time and money). The only aim is to prevail over the other by manifesting intellectual superiority (gnoseological ego-centrism) and mastery of self.
Oftentimes, this attitude is accompanied by other degenerative factors such as, first of all, malice.
Having outlined, on a large scale, the Hypocritical personality in the workplace, a conclusion is due.
The hypocrite seeks comfort and help. Paradoxically, this aid manifests itself in the annihilation of the other, as a sacrificial process, a fallacious metaphysical transfer of personality.
From the point of view of “others”, control, calm and empathy are the necessary conditions for dealing with the negative energy produced by the hypocrite. Dialogue can help, disinterested, free, possibly outside the workplace. Audits by supervisory bodies are also necessary. Human Resources must carefully evaluate these attitudes and apply new rules or enforce existing ones, optimizing time and space.
Finally, everyone has the right to give feedback, especially during the various sessions where such attitudes occur. A lack of feedback affects the problem itself, often turning it into a chronic one, damaging the entire working environment and the workforce.
One person is always responsible for the success and decline of an entire organization.

It is clear that the delusional person excels in practical knowledge and denotes a worrying lack of managerial skills.

1.2 The hypocritical individual as an agent of social and individual success

It is well known that a positiveness mindset is beneficial for everybody; it is also well known that a successful mindset is unique in its particular way of phenomenological disclosure. Every interpersonal connection is based on energies and it is driven and conditioned by minds(et). Between two individuals exists a volume of forces that fight against each other creating harmony. Far from the state of nature, those forces are not aiming to annihilate the other but, on the contrary, to aid its development, its existence: thanks to the other I exist.
A workforce is an agglomeration of existences. A workspace is a stage where those existences become and develop. A manager is an individual empowered by others to “manage” existences.

2. Game – Stages, Mind – Set, Match – Aetiology of a failure

It is noted that a positive mindset is beneficial for everybody; it is also well known that a successful mindset is unique in its particular way of phenomenological disclosure. Every interpersonal connection is based on energies and it is driven and conditioned by minds(et) Between two individuals exists a volume of forces that fight against each other creating harmony. Far from the state of nature, those forces are not aiming to annihilate the other but, on the contrary, to aid its development, its existence: Thanks to the other I exist.

2.1 The Chemical Wedding of the Manager and the subordinate

A workforce is an agglomeration of existences. A workspace is a stage where those existences become and develop. A manager is an individual empowered by others to “manage” existences. Yes, we spend almost 11 years of our life (information based on the life span of 78 years old, God Bless!) working, giving our time to someone’s else interest. And we have “the managers”, individuals with knowledge and skills to train/coach and inspire other individuals. Most of the time, the subordinate (yes, it is a bad word/concept, isn’t it? But it is the right one!) is the one inspiring the manager but this is not important, it is not reported into a spreadsheet or on a dusty org chart.
Assuming that the manager is inspiring the subordinate: what is happening there? Two people are connecting, sharing their life through words, signs and gazes; there are much more, but the natural aspects of our being are frustrating, aren’t they? We smell sympathy and we taste hate. We are animals. Specifically, we are worst than animals, we experience feelings of malice, spite, envy and we throw them into the others. Every workspace is an example of success, we love to celebrate others covering ourselves with praise and glory; at the same time, the workspace is an example of distress, shame, misbehavior and competition. Sadly, the latest example is the most common and it often happens between managers and subordinates.

2.2 Training or the guillotine pendulum

Despite several pieces of training (attitudinal) delivered by corporations to employees, all the teachings start and end in the classroom; just outside that, everything vanishes. Who cares anymore. Sharing training’ accomplishments, attendances and certificates of expertise are the best part of the learning journey: finally, people can exhibit their value, as a process of self-satisfaction.
A boost of dopamine for the weak manager (hypocritical manager) who needs outer recognition due to the lack of inner skills and abilities. This attitude is so ingrained in the mindset that, even the action of developing others is based on shining and showing and not in doing and doing: the purpose of the job has become showing not delivering.
This approach is unproductive, doesn’t inspire nor develop people.
We have seen how hypocritical behavior impacts the consciences and how affects the same. By developing a sense of competition with delusional achievement, the hypocritical manager clouds the subordinates’ consciences generating frustrations, despair and anger. All the teachings learnt by the manager are printed on a piece of paper while the inner self is still blank as endless night.

2.3 Inspiring by delivering

Right after the training, it is time to put the learning into practice: inspiring. Besides the uncommon situation where a person is fully aware of himself (and now the question: why is **** managing others?) inspiration is the main purpose of the management. Let the person be is the final goal. Busy over numbers and trends, we lose the fact that there is a consciousness and needs to be fed. There are two main ways that can facilitate the awakening and the unveiling of the self.

I. Silence – words are spoken loudly – silently. When the consciences are linked the words are useless; the first step for a strong connection is gazing and waiting for the flow. The wording process is the final step of counseling: Let the others speak through silence.

II. Free Association – it is commonly known that questioning is the other way of achieving results. Basically, this was initiated by Socrates a long time ago and this is truly true; however, it is not the nature of the question to make the difference, but the freely speaking of the other without an apparent reason. Sounds weird? it is. Connecting the dots and interpreting the free associations is what denotes the main difference between a project and a people manager.

2.4 Project Machina Vs Desiring Machine – The Final Match

Great confusion prevails in managers’ and employees’ minds concerning the hundreds of roles and responsibilities of the single individuals; too many names, codes, anachronisms, for sure all of those don’t make it any easier. Despite everything, here I want to clarify a simple but fundamental distinction between two types of managers: The Project-Machina Vs the Desiring Machine.

2.5 Project Vs Anima

Project Machina. This may sound titanic, a weird huge creature made by circuits, lights, emitting weird noises; simply, I am referring to that manager who dedicates his efforts to handling anything but the souls. Dealing with an “Anima” is not an easy task. Anima means mind, of course, and everything beyond that: unconsciousness and all the relative emotions that flow from the same.
Moreover, when dealing with Anima you cope with a reactive and dynamic system that attacks and challenges its same nature, the manager’s anima.
When dealing with a static system, even complex and challenging, it is not Anima. It is dynamic in its staticity. Anima is the only “situation” where everything happens and from which everything is generated. Any approach with Anima is different; Anima answers in a way that the paper or a number don’t.

Desiring Machine: who decides to deal with a soul, simply a person, goes on a mission, sometimes without an easy return, luckily unsuccessful. As it is obvious, there are “sciences” that have tried to incorporate in a system the desires and the forces of humankind. They are still trying but how many issues…still. A responsive “machine” cannot be standardized, put into the process: every individual is unique in his particularity.

2.6 The pitfalls

When the individuals are forced to the positivity, they hide negative feelings. Loading anxiety and despair unconsciously, to the end. This attitude is generally evident, especially in the corporations’ environment where positiveness is an advantage of the system. At the first sight, the individuals think that everything is on the right track, their development, their well-being and happiness. what’s the reaction?

The Delusional Knight

This type of individual is not affected by the general hypocrisy that hovers over the heads. Quite often, the delusional knight seems to bear the distress in disguise due to his well-managed mindset, created and formed in the same environment, This fact allows the individual to passively accept the reality, not knowing another one.

The disillusioned One and the sad ending

Doesn’t matter where a person has lived, which trainings he’s attended or where he’s worked, the disillusioned one is, awake and aware.
He is able to see behind the curtains that hide negative intentions.
What’s negative? Lies.
Making people happy is a work strategy, where happiness is introjected not donated. The disillusioned becomes aware of the actual situation when the first sign of anxiety and stress appears. The malaise and distress start to affect the performances of the individual and accordingly the behavior. He is not positive anymore, highly critical. Even if they have not lost their professionalism, the “dull” minds do not accept those manners pointing the same as “no complaint”. What’s the standard? The same that formed the hypocritical managers, the delusional knights and the ones that hold the entire organization.
They say the coaching is the key to the “rebirth” of the prodigal son; but actually, this is like psychotherapy that gives you the impression of healing by bringing you back to the path of power. The healing is like a spanking to a capricious child. Come back to life, come back to happiness.

No, I didn’t generalize, but yes…it does exist.

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