I also encourage Susan to take a more “systemic” view regarding her relationship with the boss and her work in this organization. I ask her to consider the other side of the picture: “Is there any justification for your boss being angry about the task force?” “Are there reasons to be upset with or even fearful of any of the recommendations made by the task force?” “What is the nature and extent of support you have from members of the C-Suite?” “Can you rely on their support if you push back at what is now occurring in your work life?” Susan’s reflections on these questions can lead directly into the domain of ideas.
When working in the domain of ideas, I often bring in questions related to two words: “Why” and “If.” I bring these words into discussions regarding alternative actions that Susan might take in her current corporation. For instance, Susan and I might consider her actions in proposing that she will stay in the corporation if she can work in another division. A “why” question can be posed: “Why do you think this might be viewed as a good idea by members of the C-Suite?” “Why do you think xxx would be open to considering your proposal. Susan’s answer to this question can lead to the formulation of a persuasive proposal that is directed to the “right person.”
While the “Why” question tends to promote convergence (focusing) and leads to clear actions, an “If” question tends to promote divergence (envisioning) and leads to consideration of broader issues (often in the domain of intentions). I might ask: “If you choose to stay in this corporation, what would be acceptable conditions?” Or I could ask Susan an even broader question: “If you were the president of this corporation, what would you do to promote new ideas and diversity of background and perspectives?”
Answers to these two “If” questions would enable Susan to reflect on her own preferred work environment. I might bring in Simons’ (2005) organizational and job-design process, which focuses on the span of authority, responsibility, support, and influence in one’s work assignment. All four of these job elements would seem to be important for Susan. I could ask Susan to assess her span in each of these four areas and ways these spans might be revised. This broader focus can help Susan move beyond her justifiable “obsession” with her boss.
Finally, I would turn to the domain of intentions. In a large, modern corporation, the personal values, aspirations, and goals of employees are likely to be placed on a “back burner.” Even the corporation’s intentions (goals, purposes, values, vision) are usually set aside in favor of short-term “bottom-line” measurements. In Susan’s case, intentions are of great importance, especially as she considers departure from her current position and organization. I might ask Susan to focus on her current job: “What would your current job look like ideally?” Simons’ four spans could be revisited at this point—especially as she considers which span to focus on as a way to make her current job more palatable, or a new position in this corporation is likely to be one in which she would enjoy working for an extended period of time.
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