From Cog in Machine to Human at Work: Why Victorian Beliefs are Holding Us Back with Blaire Palmer

In this episode of Work’s Not Working, Siân Harrington speaks with Blaire Palmer about the outdated Victorian beliefs and practices still influencing modern workplaces. Despite technological and societal advancements, many organizations remain entrenched in old paradigms, treating employees like second-rate machines. Blaire argues that these antiquated beliefs prevent true evolution in work practices, affecting everything from productivity measurements to hierarchical structures.

The discussion explores how these outdated practices impact employee engagement and wellbeing and introduces the concept of organizational citizenship versus autonomy. Blaire shares insights on fostering a more trusting and human-centric work environment and delves into the necessity for radical shifts in leadership approaches.

Key Takeaways:

• Outdated Victorian beliefs: Many organizations still operate under Victorian-era work paradigms that emphasize productivity and efficiency over human-centric approaches. Practices like clocking in and out, hierarchical structures and time and motion studies were developed during the Industrial Revolution and continue to influence modern workplaces.
• Impact on employee engagement: Treating employees like machines and imposing strict processes hinder their ability to perform their best work. Genuine engagement requires organizations to create environments where employees can find meaning and purpose in their work.
• Organizational citizenship vs autonomy: Blaire introduces the concept of organizational citizenship, which emphasizes belonging and responsibility over self-centered autonomy. Trust is essential in fostering a culture of citizenship, where employees feel valued and empowered to contribute.
• Challenges in shifting work practices: The pandemic highlighted the potential for more flexible work arrangements but many organizations reverted to old practices. Leaders need to push decision-making down the organization and support employees in developing their decision-making skills.
• Practical steps for leaders: Leaders should envision the legacy they want to leave and take brave steps to create more human-centric workplaces. Addressing core tensions in the organization and involving employees in problem-solving can lead to meaningful changes. Encouraging autonomy and trust by refraining from making all decisions and pushing responsibilities down to employees.

About Blaire Palmer

Blaire Palmer is a former BBC journalist turned organizational culture and leadership specialist. She has worked with numerous organizations over the past 24 years, helping them drive real change and create environmen

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