Creating cynically productive workplaces

by Daniel Rumbold

Managerial idealism against workforce cynicism is a frequently fought workplace battle. But it doesn’t have to be a battle. Cynical workers can be useful allies in the campaign for more effective and efficient workplaces.

Management idealism

Managers wanting to improve their businesses have to be idealists: you believe that to grow your business, it must change in some small or large way. The changes are what’s best for the business, otherwise you wouldn’t be changing, right?

But convincing people that ‘the way things could be’ is better than ‘the way things are’ is tough work. It puts you on a collision course with workplace cynics.

Loving cynicism

Cynicism is a worldwide workplace phenomenon. Australians in particular are notoriously cynical—especially when our cynicism is humorous and directed at someone in authority. But it was the Greeks who invented it in the 4th century BC.

Diogenes of Sinope, one of the most famous Cynic philosophers, could have been an Aussie. He once met Alexander the Great who said to him “Ask of me any favor you like”. “Stand out of my light” said Diogenes. “Are you not afraid of me?” asked Alexander, the great conqueror. “Why, what are you?” Diogenes replied, “a good thing or a bad?” “A good thing,” Alexander answered. “Who then, is afraid of the good?” Diogenes said. Reportedly Alexander’s only response was to say, “Had I not been Alexander, I should have liked to be Diogenes”.

But what’s so attractive about Diogenes’ cynical disregard for authority that even Alexander the Great is jealous? The answer is that cynicism is power. Cynics undermine recognised authority and refuse to engage with the world on anything but their own terms. They assert and maintain their independence. They don’t have to rely on authority and they can have it their own way.

There’s no doubt that this kind of cynicism is alive and kicking in workplaces everywhere. In my experience it’s usually where people assume that their ‘managers’—those in some sort of authority over them—are either malicious, incapable, or simply not worth noticing. And maybe a combination of all three! In many workplaces this assumption can significantly hamper productivity, particularly when ‘managers’ issue unpopular directives or attempt to introduce and enforce changes.

The result is predictable and all too familiar—managerial initiatives are ridiculed and disregarded. People avoid doing anything about them or, if there is no alternative, implement them in a half-hearted way.

Can idealism and cynicism live together?

So what should managers do about all this? Is there any hope that idealism and cynicism can join forces in a productive workplace? Ever the idealist, I think that there is. Here are three suggestions:

Recognise the power of cynicism

Cynicism is a powerful cultural force in any workplace. Don’t just ignore it. The way you manage your workforce will need to account for its cynicism, especially when you want to introduce change. Make explicit plans to address cynicism when you implement new and potentially unpopular changes.

Harness the power of cynicism

Cynics often get it right—they often spot the holes in plans that more idealistic types don’t see. Look at ways to harness the critical power of your cynical workforce. Find ways that they can constructively criticise your ideas. Involve them in the design and implementation of changes. Get their feedback in important issues.

Build relationships with cynics

You’ll notice that cynics are most scornful of people they don’t know well. Get to know your cynics, find out what drives their cynicism and learn from them. Work at earning the respect that cynics find hard to give—active cynicism is harder to sustain up close. Be prepared to engage in relationship with those who work directly for you and give them respect where it is due. Deliver important information to them face to face in their place of work rather than by email or memo. Give them the time and opportunity to ask questions and raise issues. Talk to them about things other than work. Encourage them to do the same for those who report directly to them.