Ever since we could argue it seems as if people have been debating the merits of working for the common good or working for individual success and survival. Thomas Hobbes, the philosopher, wrote in 1651 that we needed government to enforce behaviors that support the common good. The economist Adam Smith argued in 1776 that we must establish a free economic market to ensure that the common good wins. Otherwise the power of individual success will win.
I first got involved in this debate as a behavioral biology student in 1976 when Richard Dawkins published one of my favorite books, The Selfish Gene. At the time it was described as “the most thrilling stretches of explanatory writing ever penned. It’s breathtaking.” Dawkins continued the scientific debate that is occurring today: is it better to act for the common good or is it better to act for the good of the individual?
While this debate has fueled many wonderful conversations and arguments on college campuses, during long car trips, or at the local bar it highlights a dilemma that all leaders face. Do I focus on the success of my team and our services or do I focus on the success of the larger organization, even if it hurts my team or my success?
What if there isn’t a “right” answer and instead it is actually a polarity that you can leverage? In her 2014 post, Leveraging polarities, Anita introduced the concept of polarity thinking as a tool for leaders to use when facing these types of ongoing dilemmas. A recent article from the Polarity Partnership Group highlights the need to recognize the benefits of supporting the common good AND supporting your team while also acknowledging and acting on the downside of the common good AND the downside of team-focused success.
Over the next month we will be sharing tips and tools you can use to reap the benefits of focusing on the common good in your organization. Yet, in today’s complex environment we must also follow F. Scott Fitzgerald’s advice and “hold two opposed ideas in mind at the same time and still retain the ability to function.” It isn’t a debate between the common good and the good of your team, it is a polarity of the common good and the good of your team.
Todd Thorsgaard
Higher EDge 