I have written about it before, why mood matters when talking about implementation. (The atmosphere is the working culture) My friend Joshua, on the other hand, raised the issue of in the context of the strategy work (Strategy or tragedy) the central role of communication in achieving the objectives. I want to continue talking about mood, and in order to communicate successfully on this topic, I will use a few sentences to describe what mood as a word brings to mind for me.
Let me say at the outset that I do not have a precise definition. A mood is not a concrete, clear-cut thing. The key word is feel. The atmosphere has something to do with what we know in a particular place and situation, among particular people. The atmosphere is very often related to environmental factors, but here I am talking primarily about the atmosphere of human interaction. It could be used synonymously with the words atmosphere or vibe.
For example, the atmosphere in a meeting can be energetic and inspired, or bored, sometimes even freezing. It goes without saying that participants leave these different meetings in different emotional states - the first possibly motivated, the second numb, the third perhaps fearful. Emotions shape mood, and mood shapes emotions. The mood is not a constant, but is shaped by the people and the emotions they bring to the situation, which are reflected in our gestures, our appearance, our voice and our words. An acquaintance of mine put it in an entertaining way: “Each of us creates a good atmosphere in the work community. Some when we arrive, others when we leave.”
Atmospheric culture is part of the workplace culture. It is formed when certain emotions occur repeatedly and persistently in the community. It includes, for example, the quality of relations between employees, the style of management, and behaviour in line with the values and norms of the workplace. It affects the way people feel in the workplace and the mood in which they carry out their work.
There are many ways to manage the atmosphere in the workplace, and the most important thing is to create an atmosphere where employees feel comfortable and where they feel that there are as few constraints or distractions as possible.
For example, you can manage the atmosphere in the following ways:
- Building trust: Trust is a prerequisite for a good atmosphere. If there is mistrust between people and between employees and the organisation, it is almost impossible to build a long-term good atmosphere. Trust reinforces positive emotions such as feelings of control, security, acceptance and belonging.
- The first person is an example: The leader and manager should set an example of how to behave and act in the workplace. This can include, for example, a positive and supportive leadership style and open and fair interaction with employees.
- Listening: Employees' opinions and ideas are important, so it is essential that their voices are heard and listened to. Listening must also be genuine, and lead to real impact. This can help create an interactive and open atmosphere in the workplace.
- Strengthening the values and norms of the work community: There should be clear values and norms in the workplace, by which everyone works. It is best if these values are verbalised with employees and backed up by real stories from the workplace. Values are not just a list of fine words, but ideas that guide action and to which everyone commits.
- Consideration of the working environment and tools: The working environment and tools should be such that they support and do not hinder work and well-being. Safety, functionality, cleanliness are key words for a work environment and work equipment that create a good atmosphere.
- Rewarding and recognising: Thanks go a long way. Recognising good work and telling stories about it builds good community spirit. At the same time, they can be used, for example, to describe values-based activities.
You can't glue on an atmosphere with gimmicks or slogans; building it is a long-term effort. If you would like to discuss how, for example, management and frontline staff can improve the way we work together, please get in touch!
