15 Jan Productivity Without Humanity

As an organisational development (OD) practitioner, I often reflect on why I’m drawn to this work. One answer stands out: a desire to create workplaces where people don’t dread Mondays. For many, that return to work after the holidays can feel unbearable—a reluctant step back into environments overshadowed by negativity and toxicity. It’s a glaring reality for countless employees, and it stems from systemic issues rooted in a profit-above-all mentality.

Simon Sinek, in a recent podcast with Trevor Noah, revisited Milton Friedman’s famous assertion: “The responsibility of business is to maximise profit within the bounds of the rules.” This straightforward principle has shaped decades of business practice, but it also raises troubling questions. If legality is the only benchmark for ethical behaviour, what happens to the humanity within our workplaces? Laws often fail to capture the nuanced realities of human interaction, leaving room for toxic cultures, inequitable practices, and a fundamental disregard for employee wellbeing.

Many echo statements like, “This is business, not your mother’s house,” or “Leave your emotions at the door.” These words imply that being human is incompatible with being professional. Such attitudes dismiss the complexity of human experience and lead to environments where employees feel dehumanised, disconnected, and ultimately disengaged.

Should we let this go?

Rehumanising the workplace isn’t a new concept. It’s been discussed for years, and to some, it’s a tired subject—even dismissed as overly sentimental or impractical. But is it really time to leave this topic behind? Or is there something deeper here that we’ve yet to fully understand and address?

The reality is that when organisations prioritise profit over people, they create environments that breed dissatisfaction, quiet quitting, absenteeism, and burnout. Numerous studies support this claim. Research from Gallup highlights the correlation between employee engagement and organisational performance. Teams in the top quartile of employee engagement see a 21% increase in profitability and a 41% reduction in absenteeism compared to those in the bottom quartile (Gallup Report). Similarly, a study published in the Journal of Occupational Health Psychology found that workplaces with supportive cultures see significantly lower levels of employee burnout and higher retention rates (Journal Study).

Furthermore, Deloitte’s 2020 Global Human Capital Trends report emphasises that organisations focusing on worker wellbeing experience improved adaptability, innovation, and long-term success. Ignoring these realities may save costs in the short term, but it undermines organisational resilience and growth.

Perhaps to move forward, we need to ask a hard question: what systemic and structural elements in our organisations actively undermine humanity? Many workplaces are designed with rigid hierarchies, unrealistic performance metrics, and cultures of overwork, all of which prioritise output over people. These systems are not inherently malicious but are often relics of outdated practices from the industrial era, where efficiency trumped all else. If we want to create workplaces that thrive, we must relook these structures with humanity at the core. Are our performance metrics aligned with values of wellbeing, collaboration, and growth? Do our leadership models encourage inclusion and empathy, or do they perpetuate silos and destructive competition? And how do we hold ourselves accountable for the cultural impact of our decisions?

A collective, intentional effort

The workplace can inspire growth or breed dread—it’s a collective responsibility to shape environments that nourish rather than drain. Culture isn’t dictated by mission statements but by daily interactions. Unfortunately, many organisations perpetuate harmful norms, such as applauding employees for “soldiering on” through illness instead of encouraging rest, celebrating those who never take leave as models of dedication, or valuing constant after-hours availability as commitment. Dismissing emotions as unprofessional further stifles vulnerability and authenticity. These behaviours may seem admirable but ultimately erode wellbeing and send a damaging message: that people’s worth is tied solely to their output and flawlessness.

So, what will you do this year to ensure those around you don’t dread Mondays? Perhaps you’ll start with a small act of recognition, a moment of genuine connection, or a conversation about workplace values. Perhaps you’ll challenge these harmful norms by encouraging balance, setting healthy boundaries, or modelling self-care as a leader. Either way, the choice to engage, to care, could mark the beginning of a much larger shift, one where work becomes not just a means of survival but a place of fulfilment and prospect.

At WorldsView Academy we value “effectiveness in a healthy way”. Let’s work together to enhance your organisational strategy, leadership, and team development, creating workplaces where both people and performance thrive.