In part 1 of this blog, I raised some questions about the need to change our approach to leadership during and beyond this coronavirus crisis to nurture and sustain the quality of organisations’ climates. In so doing, I revisited some of organisational psychology’s foundational theories, notably the work of Kurt Lewin. In this second part, focusing on Lewin’s seminal environment formula that avers behaviour to be a function of personality and situation, I explore why understanding one’s own and your employees’ personality is so important to creating a healthy climate.
The curse of the virus
“May you live in interesting times,” states the Chinese curse. Courtesy of a global pandemic that arose in Wuhan in the Chinese province of Hubei, we certainly are. (Conspiracy theorists may counter that America introduced the virus covertly into China, see https://www.theguardian.com/world/2020/mar/12/conspiracy-theory-that-coronavirus-originated-in-us-gaining-traction-in-china.) The world is in lockdown. Even President Trump has had to backtrack from saying it was a non-event and all would be sorted by Easter to saying things are going to get far worse. The picture of the huge US navy hospital ship, USNS Comfort, entering New York harbour is deeply dispiriting.