Infidelity, Orphaned Organisations & Managing Inadequacies

Fidelity : The Elementum ultimum?

Man or woman, whosoever first associated, infidelity with vice and fidelity with virtue, either was ignorant of basic human nature or a management expert. In reality, fidelity totters precariously between truth and lies while infidelity rages rampant. While professional counsellors wield fidelity as elementum ultimum for ‘marital success’, head hunters make a living, enticing the ambitious to look beyond existing relations. Ironically, both for marriages and career, parameters of success remain vague.

Choice?

Humans, polygamous by nature, are compelled to deploy monogamy to improve chances of all males finding mates. This benevolent practice, conceptualised by smart social engineers prevents violence inherent to sexual rivalry. Fidelity, the primary characteristic of monogamy is socially acceptable and infidelity, a taboo. Despite its adverse consequences, men and women of all cultures engage in emotional or physical infidelity. Amidst talks of fidelity and associated morality, infidelity silently rages rampant. Increasing incidences of ‘live-in’ relations, separations and divorces indicate that even conservative societies are coming to terms with peoples’ choice of being ‘happily together’ over length of laboured marital existence. Fidelity gets a better chance, albeit for shorter duration.

Grabbing Opportunities

Two decades ago, one joined an organisation, grew with it, grew in it and retired from it. Individual aspirations remained confined to opportunities afforded by the organisation. Leaving the organisation for another was akin to blasphemy. Those were yester years of pre-liberalised economy, when opportunities were scarce, steady job dreams come true and homes ran on single-income. Then the economy boomed, opportunities exploded, and incomes skyrocketed as even the remotely eligible found jobs. Headhunting became a rewarding profession. It thrived, enticing professionals to jump ship. Organisational infidelity is now the surest growth-hormone, for an individual’s career growth.

Rationale

The fidelity-infidelity divide can be best understood through the prism of Abraham Maslow’s hierarchy model. It is man’s quest to bridge gaps between ‘felt’ and ‘fulfilled’ needs. When efforts to offset real or perceived deficiencies are made while existing in one relationship, by attempting to forge another, the effort acquires colour of infidelity. 

Orphaned Organisations

In a cruelly competitive environment, everyone in the hierarchy, is focused on growth and movement up the ladder. In situations where impractical, unassailable target is the norm, comparison of results an accepted performance evaluation tool, individuals tend to fudge data, exaggerate efforts, inflate severity of challenges overcome and create obstacles for rivals to steal the march over them. In such situations, uncertainty reigns supreme and everyone eyes for the first available ‘better’ opportunity and at the first possible chance they jump ship remorselessly. Organisational interest and growth have become by-products subordinated to individual success and glory. Individuals flaunt and use organisational infidelity as chips to bargain their way up the ladder. With so many suitors wooing the eligible, infidelity has become acceptable and rewarding, attrition has become an epidemic and retention of assets a challenge. Effectively, each individual orphans the organisation in favour of better pastures.

What an irony! In a society that considers fidelity as the bedrock of relationships, infidelity is an honourable option of growth. Is fidelity just hyperbole?

Exceptions

It is not that all relationships bound in fidelity are steeped in drudgery. Even in conditions of the rampant ship jumping, there are organisations which seem to enjoy a culture of long-term associations. Most individuals who join these organisations do not feel the need to jump ship. They necessarily do not pay their staff more than their competitors or contemporaries and may not even provide fancy designations and virtual ladders to climb.  These organisations few and far, still exist, grow and make profits. People on the rolls seem to be happy just being there. Surely, they too are human and have needs. What is it that makes these organisations different? HR practices of these organisations seem to liberate them from attrition worries. If lure of money, growth prospects and designations have been overcome and fear of asset attrition cast away, then companies can actually focus on competency building and save the huge outflow associated with recouping attrition losses.

Certainly, there cannot be a panacea prescribed.

Each organisation should have to discover the magic potion for itself.