Simorgh Magazine Issue 86

86
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From Workplace to Worthplace III
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you? List on a flipchart colleagues suggestions about honouring dignity in the worthplace more deliberately.
3.
Subjectivity: what would it look like in your place
of work to shift everyones focus more deliberately to the
viewpoint that employees are utterly special because they
each have an inner awareness, an interiority, that gives them a
presence to their very own self? How many other colleagues
can identify with that personalist quality? How would colleagues enable and nourish such a quality at work? Are they
aware that enabling and nourishing such personalist qualities is
at the heart of ethics? That it is a perspective that must first be
lived personally and then lived at work to bring a worthplace
to birth?
4.
Self-Determination: what would it look like in your
place of work or to shift everyones focus more deliberately
to the viewpoint that employees, being spiritual individuals
(the I quality), need to be free to be creative, to have deep
experiences of self-mastery and freedom in their work as an
ethical prerequisite? Do they experience such moments now?
Describe how, or why not? What is your experience of your
colleagues who do experience this personalist quality of selfdetermination at work? Give examples of the kinds of work
they do? If not, why not?
5.
Relationality: what would it look like in your place of
work to shift or to shift everyones focus more deliberately to
the viewpoint that employees, to be healthy, must feel that a
true sense of belongingness exists in the workplace? Does your
workplace foster Maslows need for belonging, not simply personally, but communally? Does your workplace offer a genuine
amount of self-fulfillment and that employees needs as social
beings are honoured and respected? As you ponder this personalist ethic for your workplace, how successful do you think
your workplace has been up to this point? Is it a place where
people are accepted for who they are and that they can make
genuine contributions? Is your workplace a genuinely healthy
environment emotionally, intellectually, spiritually within
which to work?
If one were to provide you with a Personalist Ethics Thermometer, with a potential reading of 0 to 10, how do you
rate your workplace? a 7? a 3? a 9? For many, such a
portrayal as I have presented of the Worthplace may simply
be a pipe dream. I dont believe it is. It does mean ongoing and
daily work and commitment to enacting the dream in practice.
Keep in mind that the theme of Olympic values (excellence,
friendship, and respect) has one emphatic sentence: The
flame must never go out. In agreement with business writer,
Tim Leberecht, business needs to be not only transactional
but must include the transcendent, emotions, engagement,
the relational, passion and that, like the Olympics, must leave
space for our imagination [and for] wanting more for the
unknown. Yes, the flame must never go out! How capable are
you of dreaming? Dr. Judith Orloff, MD, a psychiatrist, intuitive
healer, and New York Times bestselling author, writes that the
Kalahari Bushmen (or !Kung Bushmen), often considered to be

some of the most spiritual people on earth, hold to a spirituality that believes, There is a dream dreaming us. What is your
dream? Perhaps it might include a personalist ethic for the new
worthplace. Check it out. Again, Shakespeare helps us round
out our observations and reminds us that at the end of the day,
we really are mortal:
We are such stuff
As dreams are made on; and our little life
Is rounded with a sleep.
ENDNOTES
What I am doing in PART III is continuing the series of musings,
if you will, on the structural elements that I believe are needed
in creating and growing a worthplace, a concept I invented
or, I should say, came to me in the early 1980s while I was out
for a jog one morning, I realized then that we want something
more not only personally but in our work lives. This something
more that I describe in the article is the search for otherness
that is intrinsic in each of us without exception and often called
transcendence, that something or someone bigger than our
ego selves pulls us into a future worth going to. For many their
worlds are too small and hence also, personally and professionally, are too small as well. We are born to stretch!
Personalism, in Stanford Encyclopedia of Philosophy, first
published Thursday, November 12, 2009; substantive revision,
Monday, December 2, 2013. Website: http://plato.stanford.
edu/entries/personalism/. Accessed: February 23, 2005.
Margaret Benefiel. Soul at Work: Spiritual Leadership in
Organizations. New York: Seabury Books (an imprint of Church
Publishing), pp. 9, 10. She explains: This definition has a long
and noble pedigree. See Mary Frohlih, Spiritual Discipline,
Discipline of Spirituality, Spiritus 1, no. 1 (2001) for a similar
definition that draws on Bernard Lonergan, who in turn draws
on Thomas Aquinas, p. 155.
Bernard Lonergan. Insight. New York: Philosophical Library,
1957.
To find more of the quote, type in Gratitude and Melody Beattie on the Internet.
I will try to be more practical in the following workplace-toworthplace section of this paper in applying the features of
the personalist ethic more fully.
Personalism, in Stanford Encyclopedia of Philosophy, first
published Thursday, November 12, 2009; substantive revision,
Monday, December 2, 2013. Website: http://plato.stanford.
edu/entries/personalism/. Accessed: February 23, 2005.
Tim Leberecht. The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself. New
York: HarperBusiness, 2015, p. iv.
Website: http://www.drjudithorloff.com/Free-Articles/Tapping-Dreams.htm. Accessed February 25, 2016.
William Shakespeares The Tempest, Act 4, scene 1, lines
148158.
47
Thus, a personalist ethic gives us a framework to consider our

human make-up. I use the word framework not as a set of
rules but in the sense of a reminder or what is often described by the monastic 6th century Rule of Benedict, a framework that acts like a railing that we can use, for example, if
we are going downstairs. It gives us support; it helps balance
us and we feel more secure. Sometimes in the midst of living
our day-to-day lives, we lose touch with some of the basic
components of what makes us tick, so to speak. This image of
personalist ethics as integral to building a worthplace reminds
us that certain necessary primary features of the human person need to be in place.
In short, each of us is (1) unique because each of us is capable
of being distinguished from the rest of nature by our (potential) ability to reason. I also realize that [h]uman exceptionalism has defined most personalist thought. However, I do
reject Darwins claim that the only difference between us,
nature and animals is one of degree but not of kind. We have
known for at least 2,500 years of philosophical thinking that it
is our ability to reason that sets us apart. This, to me, doesnt
nullify the fact that animals often have more sense or knowhow than we do. For example, while living in southern Texas,
whenever the cattle began mooing and kept this up day and
night for two weeks, that a hurricane or fierce wind/rainstorm
was on its way. Dogs and cats can alert owners to potential
dangers, etc. Its often ironic and embarrassing that with such a
distinguishing intrinsic quality such as the ability to reason that
history is replete with zillions of unreasonable persons who
start wars, murder people, create mayhem, etc. In spite of this
incredible gift of reason that nature and life have endowed us
with, it is often embarrassing to point that out.
As persons we are also due unreserved (2) dignity and respect
and value simply by being persons. Having spent the better
part of fifty years in the field of human relations only makes
me blush at how often people and employees are treated
without a proper sense of dignity, as though they were simply
objects or another materialistic cog in the mechanistic machine call business bureaucracy. According to my account of
personalist ethics, such behaviour is unethical. Do you think
that the ruthless dictatorship of North Korea sees its citizens as
persons? From all accounts, without so honouring its citizens
as such, great evil is visited upon them.
A third personalist quality is what is called (3) subjectivity, that
is, we are aware of our very selves, our very subjectivity. This
is because persons have an interior life, an interiority, an inner
sense and awareness of their I-ness. We are able to say, I
am, and be aware of this because of our existentially inbuilt
giftedness of interiority. In many, many ways, when we ponder
such a personal gift, the spirit of gratitude is all we can give
back. Life gives to us; our response can and should only be,
Thank you.
A fourth personalist characteristic is that of (4) self-determination, that not only am I gifted with self-awareness of being an
49
I but able to enjoy the fruits and tilt of that subjectively aware
I with gifts of self-mastery and freedom. It becomes obvious
that when persons are unjustly blocked or bounded by a lack
of honouring their innate self-determination, a grave sense of
injustice rears its ugly head. We see this, sadly, in homes where
children are abused and their innate ability to construct their
imaginal worlds as they are growing up. They are denied their
God-given rights to self-mastery, learning as they go along,
grow, and blocked in their freedom to do so.
Finally, a personalist ethic recognizes the inherent and intrinsic
make-up of people as (5) relational, that is, each of us knows
intuitively that as social beings, we find fulfillment and love in
community, in being with one another. The family construct
typifies that perfectly. Being a community is different than being
a team. A true community is aware of its members, cares about
its members because persons experience love and acceptance.
A team may have members who like one another perhaps, but
its goal is more centred on task-completion. A community is so
because it has deep roots in the intrinsic value of what a human
being is all about.
Next I wish to provide practical understandings that hopefully
will facilitate laying out how such a personalist ethic can be built
into the workplace. The hope is that such a transposal will begin
changing workplaces into worthplaces. These personalist qualities must become the basic ethic that embeds themselves in
our hearts and minds so that they become second nature in our
actions. Assume that you are in charge of initiating this personalism project. Lets take each personalist quality one-by-one:
1.
Uniqueness: what would it look like in your place of
work to shift or to shift everyones moral compass and ethical
focus more deliberately to the viewpoint that employees are
absolutely one-of-a-kind because of their personhood and their
inbuilt gift from nature and life of the ability to reason? How
would employees consciousness change? That may be a stretch
for you when thinking of some colleagues but irrespective of
your personal reservations or biases, assume you could get beyond them and begin to ask that each employee see themselves
as unique but also to see others that way as well. A simple exercise asking them to list their talents and skills and unique pieces
of who they believe they are can be a huge start. Ask them to
go back in time to those memories where they were treated as
special (in the best sense of this term) just because they were
persons. List on a flipchart peoples responses or reactions to
how and why they feel unique.
2.
Dignity: what would it look like in your place of work to
shift everyones focus more deliberately to the viewpoint that
employees are of worth, that they are worthwhile just because
they are persons? If it is not too intrusive, for those who dont
feel a sense of worth, can you ask them why? Is it a psychological problem, e.g., suffering from depression, or is it because of
the way people and manager(s) treat them? What would allow
them to feel more worthwhile? Are you and your colleagues
able to envision yourselves as worthy of dignity just by being
From Workplace to Worthplace :

A Personalist Perspective and Ethic
Dr. Michael E. Rock

Human Relations Consultant
May 2016
To be nobody-but-yourself
in a world which is doing its best,
night and day, to make you everybody else
means to fight the hardest battle
which any human being can fight; and never
stop fighting.
e.e. cummings (1962-1894), A Poets Advice
(1958)
PART III
In Part I we discussed the notion of the social character, a

context or worldview that we are born into. I was specifically
relating this to the doing of business where the mindset is often
one of ROI (return-on-investment) only often at the expense
of ROIR (return-on-investment- or integrity-in-relationships).
I pointed out that true balance is both: a commodity-based
vision but also a meaning-based vision that must be integral to
doing business. The meaning based vision is always primary,
that is, persons always come first existentially and primarily,
then profits. In Part II I laid out more of the philosophy of
personalism with its five characteristics which are integral to
a person-based or meaning-based vision of life and of doing
business. These were: the primal uniqueness of all persons, not
just one of kind in relation to other animals; the uniqueness of
persons that demands an entirely different ethical paradigm to
make and weigh ethical judgments; the interiority and subjectivity of all persons, that shows itself in the unity of selfconsciousness, freedom, and personal autonomy; self-determination, that is, that a person acts in this world and in business
not just in a deterministic manner, but in freedom; and finally, a
person is a social being, naturally tilted and dependent on others for relationality and for communion with others.
Persons naturally by birth reach out to otherness, what I
have called being ex-centric, that is, persons by birth are naturally called to transcend themselves for fullness of humanness.
Not cooperating with this tilt to transcendence leaves a person
a selfish individual. We described this experience as spirituality that is, the human spirit, fully engaged and we described
the soul as the lived manifestation of spirituality in each of
us. Further our soul is the way that emotional and relational
depth is lived out and the way that yearnings for development
or evolution are given space. Spirituality, therefore, is a verb in
nouns clothing. The soul is how the human spirit, fully engaged, becomes concrete in the real world.
This same reaching out or going beyond is what the workplace must acknowledge, embrace and live in order to be transformed into a worthplace. A sense of transcendence allows
differences to recede and true business issues to be present
in clear relief. Outside-the-box thinking can only truly come to
creative fruition through self-and-other transcendence. The
alternative is to attempt a spiritual exercise with cognitive or
intellectual tools while always leaving the curtain of full insight
unveiled. We need to remember that insight is given to us, personally and in the worthplace. The late but noted philosopher,
Bernard Lonergan (1904-1984), provides its five characteristics :
(1) insight comes to us after we have wrestled with the tension
of an inquiry; (2) insight comes suddenly and unexpectedly;
(3) insight is the result of inner conditions (such as preparation
and expectation on our part; deliberation, and taking time to
mull things over; attentiveness; our ability to follow the line
of inquiry; and our sincerity in the searching); (4) insight rests
on working on a real problem; and finally, (5) the insight must
eventually become part of who we are, that is, once we become aware, we cant become unaware). Insight is gift, therefore, and not simply the fruit of external circumstances. Being a
gift means we cant fabricate it; we simply need to be grateful.
Keep in mind also Melody Beatties words, Gratitude unlocks
the fullness of life. It turns what we have into enough, and
more. It turns denial into acceptance, chaos to order, confusion
to clarity. It can turn a meal into a feast, a house into a home,
a stranger into a friend. ... Gratitude turns negative energy into
positive energy. There is no situation or circumstance so small
or large that it is not susceptible to gratitudes power.
Below is a visual of the basic components or characteristics of
personalism:
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86

From Workplace to Worthplace III

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For more information contact Shabnam at

Ecole Elementaire Francojeunesse Jean

Listen to us on internet or your mobile device around the world

Are you or someone you love affected by cancer? We can help.

Better understand your disease

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Kalahari Bushmen (or !Kung Bushmen), often considered to be

Thus, a personalist ethic gives us a framework to consider our

From Workplace to Worthplace :

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In Part I we discussed the notion of the social character, a

Digital Zone Media

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Painting & Drawing

Nasrin Saba )Dentist)

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