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Bringing purpose to life

Why start with challenging assumptions about purpose and people?

“The term ‘mindset’ is often used interchangeably with world-view or paradigm. It is a set of assumptions, concepts, and values that inform how we see the world. For individuals, it informs how we act, consciously or subconsciously. For communities or organisations, it underpins how we organise.” 

A Compass for Just and Regenerative Business – report | Forum for the Future

At the core of what inhibits change are limiting assumptions and beliefs. These are often tacit and unacknowledged, and hold a powerful grip on us, restricting what we imagine is possible to change. This can be true in all areas of life, but it is particularly true of business.

Nancy Kline in her book Time to Think (p.55) helpfully distinguishes three kinds of assumption:

  • A fact (e.g. it is Tuesday)
  • A possible fact (e.g. our company is about to be taken over)
  • A bedrock assumption – a belief – about ourselves, other people, or the way the world works (e.g. other people are basically out for themselves)

It is hard to change a bedrock assumption, but it can be done and the very process of exposing and reflecting on an unquestioned belief or assumption can be energising and liberating.

The assumptions people in business make about the purpose of business and their view of people, in particular, what motivates people, play an important part in how people in business make decisions and how a business shows up in the world. (There are of course many other assumptions and beliefs in any business – such as about how the market the business is serving is changing and what brings competitive advantage. We are focussed here only on assumptions and beliefs about purpose and people.)

Our work challenges two key assumptions that have influenced the main narrative over the last 20 -30 years: 

  • that the purpose of business is to make a profit; and
  • that people are primarily motivated at work by money, status and power

These assumptions have led to a double disconnect:

  • a disconnect between business and society – with some businesses operating in a way that shows little regard for the impact of their actions on people and planet; and
  • a disconnect in the human heart when people feel disengaged at work because work fails to attend to their need to feel they are making a contribution, care for others and be cared for, and to realise their potential.

These assumptions are just that. They are not laws of physics. They are powerful ideas which have become ingrained over time in business culture and practice. They are increasingly being questioned, and more people are recognising that there are alternative assumptions or beliefs which are better attuned to what businesses actually do, and more realistic about people. These are:

  • The purpose of business is to benefit society. Of course, profit matters, and is a necessary outcome for the business to be sustainable, but it is not the purpose, it is just one outcome of a well-run business that lives out a purpose that benefits people and planet.
  • Our motivation comes from a number of things, including mastery, autonomy and a sense of meaning.
  • Business is about people – a business is essentially a set of relationships with employees, customers, suppliers, investors and communities, and the long term success of the business depends on the quality and sustainability of these relationships, and about treating these people with dignity and respect.

This thinking, which underpins our work, is explored in more detail in the courses: What is the role of business in society? and What it is to be human

Our approach is therefore to help people in business to surface the assumptions and beliefs that influence the mind-set and behaviours of the people in their organisation – and to help them to operate from a different mind-set, resulting in decisions and behaviours which create better outcomes both for the business and for society.