Map of Meaning: Change The Meaning of Work Instead Of Organizational Structure

Truly changing the organizational structure of a company can be difficult. It doesn't always pan out the way it should have, and there are only so many new directions you can take.

Instead of changing the organization, it may be worth looking at changing the meaning of the work and the company for everyone who works there. Sure, they go hand in hand. By setting up transparent, flat management structures, meaning often increases. But what if we did this on a more personal level? This is where map of meaning can give us a head start.

Now, this sounds very "sit-around-a-campfire-and-sing-Kumbaya." How can organizations implement this successfully?

What is a map of meaning?

The map of meaning is a framework to work towards meaningful work and a meaningful life, by not losing sight of the values that matter to you, on an individual level. It comes from humanities studies rather than management theory, but when those two meet is when the magic happens.

The four cornerstones of the map of meaning

The map of meaning centers around the individual. It was created by Marjolein Lips-Wiersma (Professor of Ethics and Sustainability Leadership at Auckland University of Technology). There are four cornerstones to this holistic model:

Integrity with Self - our values and the development of our personal qualities.

Unity with Others - the meaning we get from working and living together with other human beings, working closely in a team, and understanding each other.

Expressing Full Potential - we are happy when we can create new things. These can be relationships or structures as well. They give a sense of accomplishment.

Service to Others - making someone else's life easier gives a great deal of meaning to your own.

We look at the outcomes for:

• Being
• Doing
• Self
• Others

How does the map of meaning help individuals at work (employees)?

This way of adding meaning focuses on doing so on an individual level. Each person creates their own set of values, to create their own 'map of meaning'.

Maps of meaning may connect to individual ideas about the job, but that is hard to measure or implement on a wider scale or even company-wide. It can also be looked at from a zoomed-out perspective: the human need to go forward in life, to become better. On a professional level, this can be pursued by looking at:

• Career development
• Feedback
• Mentoring

On that level, research needs to be done to focus on whether particular personality attributes such as self-worth contribute to meaningful work, and if so, how.

An important question anyone can ask themselves when looking for meaning in work is simply: "Why am I here?"

The answer should give you insight into the purpose and goal of your work. Your own individual standards define how they are valued, and therefore if you can call your work 'meaningful'.

How does it help organizations?

It is interesting to implement the map of meaning within the management structure because a sense of meaning grows an attachment to the company, as well as motivation.

As an organization, it is interesting to try to pin this meaning down, as it will grow commitment and motivation. However, it is impossible to define meaning on a company-wide scale. At an individual level, meaning at work may be defined by two very simple professional needs:

• Growth
• Development

So now individuals have a way of finding meaning in their work. But as this is very individual, how does that relate to an organization?

A company can also make its own map of meaning. But most of all, working with a map of meaning engages people and makes the work more valuable for them. With this roadmap to meaning, motivation skyrockets, and teamwork can enhance. Meaningful work can create outcomes like:

• Stronger work engagement
• More job satisfaction
• Increase in motivation and happiness
• Stress reduction

How can you implement the map of meaning in your organization?

Encouraging the development of meaning in the workplace can help with:

• Becoming a better leader
• Getting teams to work better together
• Increasing empathy on a personal and company level
• Being accountable

Every structural or organizational practice within a company can be measured against the map of meaning: the four cornerstones. It gives an excellent understanding of where opportunities lie to create more meaning in every process.

From appraisals to customer service, from acquiring leads to hiring new colleagues: the map of meaning can put every process to the test. Or, at least, it can be a good basis for discussion.

This can translate into decisions like:

• Unlimited vacation days (meaning in time off)
• More autonomy (meaning in self-regulation)
• Flexible work environment/work from home
• Team celebrations, coaching sessions (meaning in relations with others)
• No more useless meetings (meaning in control of time)
• Many, many more

Adding meaning benefits everyone

The map of meaning doesn't replace a change in management or organizational structure. But it can help to get teams working better together, to make people happier at work by creating more meaning.

So the potential is great; it can be a base for an organizational change or for a new leadership style. A framework, even.