Week 5 Share: Whence Vulnerability?
Whence does vulnerability arise?
Find a definition of workplace or organizational vulnerability.
Using this definition describe your observations and/or experiences of vulnerability in the workplace, especially management response.
1. According to Qualtrics, workplace vulnerability is “…the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection. Vulnerability can help us build trust, foster creativity, and engage with our colleagues in a deeper way” (Harding & D'Alessandro).
ReplyDelete2. A few years ago, I interned at a company where I was assigned to a team. This team consisted of people at various levels in the company. I worked directly with the manager and formed a close working relationship with them. My manager always made a point to ask about my experience during my internship and see if there was anything they could do to improve my experience. My manager showed workplace vulnerability when they told me they recently stepped into a management role and felt imposter syndrome. They expressed that this new role is challenging them because they hadn’t managed a team of people before. This vulnerable conversation strengthened our relationship because I could relate to them and build a sense of trust. In this scenario, vulnerability arose when my manager felt safe enough to express their emotions. While these feelings had clearly been developing over time, I could engage with my manager in a deeper way going forward.
Vulnerability in the workplace can arise from various factors, including structural deficiencies, inadequate policies or procedures, lack of resources, poor communication, external threats, and human factors such as incompetence, negligence, or malicious intent. It essentially refers to the susceptibility of an organization to harm or damage, whether it be financial, reputational, operational, or in terms of the well-being of its employees.
ReplyDeleteWorkplace or organizational vulnerability can be defined as a state in which an organization is susceptible to various internal and external threats that can undermine its stability, functionality, and overall success. This vulnerability can manifest in different forms, including:
- Financial Vulnerability: The organization lacks sufficient financial resources to sustain its operations, leading to potential insolvency or inability to invest in necessary improvements.
- Operational Vulnerability: Inefficiencies or weaknesses in operational processes and procedures expose the organization to risks such as errors, delays, or breakdowns in service delivery.
- Technological Vulnerability: Reliance on outdated or inadequate technology makes the organization vulnerable to cybersecurity breaches, data loss, or disruptions in business continuity.
This past summer I interned as a financial advisor. For the 8 week program, I was assigned to a team and a mentor. This team consisted of people who were on the phones all day trying to get leads for my mentor who would then meet with clients. I worked closely with my mentor everyday which resulted in us creating a close relationship. My mentor and his team always made sure to ask me how I was doing and how I was liking the experience. They showed workplace vulnerability when they told me it was there first time working with an intern and they wanted to make sure they were giving me the best experience possible. They also expressed that they struggled with keeping me busy since there were limited things I could do since I didn't have certain licenses. This conversation strengthened my relationship with my mentor and his team because we were honest with each other and I could help them build the internship program.
Brené Brown, a professor and author on leadership and vulnerability, defines workplace vulnerability as, “the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel.” She believes that this vulnerability can help us build trust, encourage creativity, and interact in more depth with our coworkers. This definition of workplace vulnerability reminds me of emotional intelligence, and how that is being viewed as a positive skill for leaders and managers to have.
ReplyDeleteIn my current role as the Graduate Assistant in the Center for Career Development, I work very closely with my boss to help plan and execute events with alumni and prospective employers. As we work on events such as Career Fairs and Mentor Program events, we have built a bond and created a great relationship. She always makes sure to take the time to ask how I’m doing with the tasks at hand, how my weekend was, and if she can do anything to help me in this role. I feel incredibly supported because I know that if I have to ask for help or clarification, she will be happy to do so. Additionally, I feel comfortable enough to share my ideas on new ways to do things and she takes the time to listen to all of them, and implement some of them as well. I think our relationship perfectly describes what Brené Brown was describing. When I compare my current workplace to some past jobs, I can see a clear difference in leadership style. Some of my previous jobs did not allow for creativity and relationships. They were unsupportive, made you afraid to ask questions, and focused on doing everything as it was done in the past. As an employee, I feel much more comfortable in a workplace where my manager shows workplace vulnerability and works to create a positive work environment for me and the rest of the team.
1. The definition of workplace vulnerability that I found is "the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection. Vulnerability can help us build trust, foster creativity, and engage with our colleagues in a deeper way" (Harding & D'Alessandro).
ReplyDelete2. As a tax intern during fall tax busy season, I observed instances of vulnerability that significantly impacted the workplace environment. I was part of a diverse team, with members ranging from new interns to seasoned professionals. The manager, who was responsible for overseeing our work, demonstrated vulnerability in a way that fostered a supportive and collaborative environment. The manager was open about the challenges they faced in their role, particularly during the busy tax season. She admitted to feeling overwhelmed at times and expressed concerns about meeting the high expectations set for her during busy season. Her vulnerability was not a sign of weakness, but rather a demonstration of her authenticity and willingness to be vulnerable. This vulnerability had significant impact on the team. It created a space where others felt comfortable sharing their own challenges and fears. It fostered a sense of camaraderie and mutual support, as we all recognized that we were navigating the complexities of the tax season together. She did not dismiss or ignore the feelings of her staff. Instead, she acknowledged them and used them as an opportunity to seek feedback in order to improve. This approach not only helped her grow as a leader but also strengthened the trust and respect within the team. It showed me that vulnerability can be a great treat for authentic leadership, meaningful connection, and a more engaged team.
One definition of workplace vulnerability can be the degree of organization’s responsiveness to the conditions that can be from financial, social, emotional and environmental sources that can impact its quality and productivity.
ReplyDeleteOne example of workplace vulnerability is related to the environmental condition. When an organization doesn’t attempt to provide a safe workplace to its employees, this condition affects the employees’ performances as it will rise stress among employees that would lead to reduce the productivity. In this case, management response could be that they follow the basic standards and the extra attempts won’t be necessary as it would be just extra costs to the organization. In fact, they have willing to reduce the expenses as the extra safety may require more budgeting such as for inspections. However, this approach will affect their employees’ confidence and result to reduce the productivity as it increases the level of stress among them.
ReplyDeleteWorkplace or organizational vulnerability refers to areas within a company where weaknesses or deficiencies exist, leaving the organization susceptible to various risks or threats. This vulnerability can manifest in different forms, including operational inefficiencies, inadequate processes, lack of employee engagement, or insufficient crisis preparedness.
In my observations and experiences, vulnerability in the workplace often becomes apparent during times of change, such as restructuring, leadership transitions, or economic downturns. Management responses to such vulnerabilities vary significantly. Some organizations proactively identify and address weaknesses, fostering a culture of transparency and adaptability. In these cases, management engages with employees to solicit feedback, implements improvement initiatives, and invests in training and development to mitigate risks.
Workplace or organizational vulnerability pertains to the susceptibility of a business to internal and external factors that can adversely affect its functionality and stability. In my observations of vulnerability in the workplace, particularly in management response, instances of poor communication stand out as a significant factor. When communication is unclear or lacking, it can lead to misunderstandings and conflicts, creating a vulnerable environment. Additionally, ineffective leadership, resistance to change, inadequate risk management, employee disengagement, and external economic factors contribute to organizational vulnerability. Effective management responses involve proactive identification of potential vulnerabilities, fostering open communication, investing in employee development, staying informed about industry trends, and regularly updating risk management practices. In contrast, ineffective management tends to react to vulnerabilities reactively or ignore them, resulting in increased organizational fragility and reduced resilience in the face of challenges.
ReplyDeleteA definition I found from a Harvard Business Review article on workplace vulnerability defined it as the following: "A thorough analysis of the data revealed what it was: vulnerability. Vulnerability here does not mean being weak or submissive. To the contrary, it implies the courage to be yourself. It means replacing “professional distance and cool” with uncertainty, risk, and emotional exposure."
ReplyDeleteI've always found that management displaying vulnerability is most common during times of change, and can help to bring employees on board with honesty and a sense of frankness. In my experience with workplace vulnerability, periods of upset in performance or major transitions in operation always tend to bring about this behavior from managers. These times are when I have had some of the most memorable connections with co-workers and supervisors, as changes in operations in particular necessitate a lot of collaboration between all members of the workplace to yield the best results. I feel that when a workplace lacks vulnerability, professionalism and status-quo behavior tends to ward off this sort of candor, which is something I think is a loss to some extent.
Vulnerability in the workplace can be defined as an uncertainty or feeling of instability and lack of control that employees may experience in relation to their jobs, careers, or the organization as a whole. Some common sources of vulnerability include the possibility of layoffs or restructuring, lack of clear communication or leadership from management, inadequate training or preparation for responsibilities, and a culture that does not offer psychological safety for employees to safely speak up about issues.
ReplyDeleteIn my experience, vulnerability often arises when there is a disconnect between what leadership says regarding company direction and stability, and the actual plans or actions taken. For example, a company may claim that layoffs are a last resort, but then move swiftly toward large-scale job cuts at the first sign of a downturn. This erodes trust and makes employees feel expendable. Additionally, lack of transparency around promotion processes and criteria for advancement can exacerbate feelings of instability and unfairness. Even small issues like last-minute scheduling changes without employee input can gradually chip away at one's sense of security.
Unfortunately, many managers do not respond effectively when vulnerability surfaces among employees. Some resort to denial, refusing to acknowledge valid concerns. Others make promises to assuage fears but fail to follow through. In the worst cases, leaders exploit vulnerability to push through unpopular changes, taking advantage of an environment where people already feel at risk. The most constructive approach is to meet vulnerability with openness and empathy - clearly communicating challenges and strategies, providing mentorship and upskilling support, inviting participation in solutions, and sustaining a culture where people feel heard, valued and equipped to handle uncertainty. This builds resilience on an individual and organizational level. Promoting shared vulnerability, rather than leaving employees isolated, is key.
1. It is the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection.
ReplyDelete2. The vulnerability that we saw when looking closer into detail was really just how quality of workers affects production. These two variables are recovery and stress. If there is a lower recovery from workers, there will be a higher stress which would result in a lower production. This is because we found a correlation between another variable, hours worked. So if someone works a long time, they will generally need a longer recovery.
1. According to Professor Brent Brown, Workplace vulnerability is, "…the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel.”
ReplyDelete2. In my job I see a lot of work place vulnerability when people open up there personalities and are more than just employees. A lot of my co workers have great personalities and let that show while we work. This ability to be your self at work comes from the fact that this job makes everyone feel safe being themself and knowing that they will not be judgment cast onto people. I think inclusivity is a big factor in promoting workplace vulnerability and allowing people to be themselves.
1.The definition of workplace vulnerability, according to Qualtrics, is "…the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection. Vulnerability can help us build trust, foster creativity, and engage with our colleagues in a deeper way.'' ( Harding and D’Alessandro).
ReplyDelete2. The experiences of vulnerability in the workplace stem from the environment set within the workplace. The organization sets an environment that doesn’t allow an employee to express themselves, causing them to close themselves off from other co-workers. In these cases, management response needs to engage with employees and implement initiatives to inspire employees, which can help increase productivity and possible innovative ideas.
Source:
Harding, L., & D’Alessandro, R. (2023, September 27). Vulnerability in the workplace: The key to authentic leadership. Qualtrics. https://www.qualtrics.com/blog/vulnerability-in-the-workplace/#:~:text=She%20defines%20vulnerability%20in%20the,authentic%20leadership%20and%20meaningful%20connection.
In Harvard Business article, I learned about workplace vulnerability, which challenges the idea of always being distant and composed at work. Instead, it encourages people to be themselves without worrying about being judged. It's not just about expressing yourself; it's also about facing the uncertainties and emotional ups and downs of work. Overall, vulnerability at work isn't seen as a weakness, but as a sign of strength and resilience. It helps create a culture where people feel comfortable being open and honest, which leads to better connections and a more supportive environment for personal and professional growth.
ReplyDeleteFrom what I've seen, managers tend to show vulnerability most when things are changing at work. This openness can encourage honesty and openness among employees. I've noticed it especially during times when performance is struggling or when there are big changes in how things are done. These moments have led to some of my closest connections with coworkers and bosses. When things are changing, everyone needs to work together, and vulnerability helps make communication and teamwork more straightforward. In contrast, workplaces that avoid vulnerability usually focus more on acting professionally and sticking to the usual way of doing things, which can mean missing out on deeper connections and honest conversations.
1. In the article, Vulnerability in the workplace: the key to authentic leadership, by Laura Harding and Ruth D’Alessandro, Professor Brene Brown defines vulnerability in the workplace as: "…the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection.” Vulnerability in the workplace should not be seen as a negative, it should instead be seen as a positive.
ReplyDelete2. One example of this that I have seen in the workplace is when a manager has to ask other team members for help on certain tasks. I had this one manager who was not the best with technology but had a vast knowledge of the construction field. He would often ask different members of the team for help with some computer tasks and other technological difficulties he was having. Instead of pretending he knew everything since he was a manager, he asked other people for help as well. This gave me more confidence during my internship that it was ok to ask questions and allowed me to collaborate and make relationships with members of the team as well.
The root word for vulnerability is vulnus, Latin for wound. When I'm wound-ed, or wound-able, I am open to negative and positive responses to my condition. Not only would I need to heal, but I would also be subject to the possibility, likely the probability of a very negative response, and face being wounded further, deeper, persistently, pervasively. I have rarely felt safe in any given situation. But trading safety for the possibility of transcending my horizons has been my life. When I detach myself from the "would've-could've-should've" syndrome, attend to the present, open myself up to new possibilities, even the possibility of achieving someone else's notion of failure, then I tend to grow. Conscience, informed by experience, commitments, needs of those around me, my so-called needs, the gravitas of the situation, the timing, placement, actively listening, and more, all collide into the here and now. And I ask questions.
ReplyDelete1) Workplace or organizational vulnerability is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection. It is the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. This vulnerability can manifest in various ways such as participating in a tough conversation, having a different viewpoint from your team about a project or decision, admitting that you’re struggling, providing difficult feedback to a direct report or colleague, or sharing the struggles you’re having outside of work.
ReplyDelete2) In many organizations, you might observe instances where team members openly share their thoughts and feelings, even if they’re not entirely positive. For example, an employee might admit to feeling overwhelmed by their workload or express uncertainty about how to approach a new project. This kind of honesty can foster a sense of camaraderie and mutual support among team members, as they understand that everyone has moments of doubt and struggle.
One definition of workplace or organizational vulnerability is the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. Often, we find it very difficult to be vulnerable in our place of work. However, practicing vulnerability at work can lead to better connections being built.
ReplyDeleteThroughout my working career, I’ve run into very little workplace vulnerability being practiced. Because of that, it had created icy and rigid places to work. Rules had to be adhered to no matter what, and there was little to no discussion of outside life and its effect on work. However, I recently engaged in a Christmas brunch at my current workplace. Seeing how everyone interacted pleasantly showed why the department succeeded in their shared goals. Having the manager make sure to converse with everyone showed workplace vulnerability.
Find a definition of workplace or organizational vulnerability.
ReplyDeleteWhen searching for the definition of workplace or organizational vulnerability it states “the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection”.
Source: https://www.qualtrics.com/blog/vulnerability-in-the-workplace/#:~:text=She%20defines%20vulnerability%20in%20the,authentic%20leadership%20and%20meaningful%20connection.
Using this definition describes your observations and/or experiences of vulnerability in the workplace, especially management response.
The definition given about stating that the definition of workplace or organizational vulnerability states “the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel. It is often mistaken for weakness or fragility, but it is actually the root of authentic leadership and meaningful connection” was very interesting. I would compare this to when I worked for my town's public swimming pool over the summer. During that job I worked hand and hand with my boss on how to plan and manage the large amounts of crowds and people we would have coming to the pool each day. I was able to build a really good relationship with my boss and she let me have a lot of say in planning and ideas. I felt like she really cared for me and supported me and wanted me to succeed and not just be someone working for her. I felt like I could tell her my own genuine authentic opinions and would not be judged for them. I enjoyed it so much and was so happy with my experience. That would be my experiences of vulnerability in the workplace, especially management response.
ReplyDeleteWorkplace or organizational vulnerability refers to a state in which an organization, its employees, or its assets are susceptible to harm, exploitation, or failure due to various internal or external factors.
In my observations and experiences, vulnerability in the workplace often comes in the form of power imbalances, insufficient support structures, and poor decision-making processes. For example, junior employees or those in lower positions may feel vulnerable due to their limited authority and lack of voice in decision-making processes. Additionally, organizations may be vulnerable to financial instability or reputation damage if they fail to adapt to changing market conditions or address systemic issues within the workplace.
Management responses to workplace vulnerability can vary depending on the organization's culture and leadership style. In some cases, measures may be taken to address vulnerabilities through increased transparency, employee training, and the implementation of policies to protect against potential risks. However, in other instances, management may overlook or dismiss concerns raised by employees, leading to further exacerbation of vulnerabilities and organizational dysfunction. Overall, effective management responses to workplace vulnerability require a combination of empathy, accountability, and strategic planning to mitigate risks and foster a culture of resilience and adaptability.
1. According to Hive.com, it says "Vulnerability normalizes emotions in the workplace. When leaders display authentic emotions, they instantly become more relatable to their reports, which breeds trust and connection – two key ingredients of collaborative, high-performing teams."
ReplyDelete2. When I worked at an accounting firm last summer, my office experience was a lot different than what most would expect and my coworkers even told me "this isn't like most offices." This was because everyone that worked around my area had been working there for some time and had gotten very comfortable with each other. It seemed that this level of comfortability was not only improving the time they had at work but also improving their work efficiency. My boss was apart of this culture too, which made him very easy and so he did not come off as intimidating. This affected management, which pretty much affected the company as a whole in a positive manner.
While there might not be a single universal definition for "workplace or organizational vulnerability," vulnerability in this context often refers to a state where an organization or its members are exposed to potential risks, uncertainties, or threats that may compromise its well-being, stability, or effectiveness. In my observations and experiences, workplace vulnerability has been noticeable during periods of significant organizational change, economic downturns, or external disruptions. For instance, during a restructuring process, employees may feel vulnerable due to uncertainties about their roles, job security, or the overall direction of the company. This vulnerability can be exacerbated by a lack of clear communication from management, creating a sense of insecurity and fear.
ReplyDeleteOrganizational vulnerability is a state of being open to harm, attack or damage (Morin, 2024). In other words, it's the firm's ability to accept its weaknesses, limitations, and so forth, where the firm could make changes to improve its overall success. This include for example, the management of the company should encourage for open communication, tell employees not to be afraid of making mistakes as long as they learn from them, and also encourage its employees to stay up-to-date in terms of new needs in the market - being able to adapt
ReplyDeleteMorin, A. (2024, January 16). Words Matter: Why You Should Rethink Using “Vulnerability” in the Workplace. Linkedin.com. https://www.linkedin.com/pulse/words-matter-why-you-should-rethink-using-workplace-amanda-morin-6ksce#:~:text=Vulnerability%20implies%20a%20state%20of,limitations%2C%20uncertainties%2C%20and%20mistakes.
Written by Vetle
DeleteI feel that vulnerability is one of the most important, and common aspects of humanity that humans thrive upon sharing. Vulnerability is one of the most difficult things to cope with for many people, as vulnerabilities can be taken advantage of by dishonest people, but it can also be one of the biggest superpowers that humans have to reach people effectively. In terms of the workplace, vulnerability is very present, as the tiered class systems that exist in the workplace can make it so employees feel inclined to engage in behavior that they might not normally engage with because of their standing in the workplace.
ReplyDeleteWorkplace or organizational vulnerability refers to the susceptibility of an organization to internal and external threats that could compromise its stability, performance, or reputation. This can include weaknesses in processes, systems, or leadership, as well as exposure to risks from market conditions, employee behavior, or other external factors. Vulnerability in the workplace can manifest as gaps in security, ineffective management practices, lack of employee support, or inadequate responses to changing conditions. Vulnerability can also arise from insufficient support systems or resources. If employees do not have access to necessary tools, training, or support, their ability to perform effectively and adapt to changes is compromised. I’ve observed situations where inadequate training for new technologies or processes led to significant operational disruptions. When management did not address these issues promptly or provide additional support, it resulted in lower productivity and frustration among staff. Another example I have is in leadership. The effectiveness of leadership in managing vulnerability can vary. Leaders who are proactive, transparent, and empathetic tend to mitigate the negative effects of vulnerabilities more effectively. In some cases, strong leadership that quickly addresses problems, seeks input from employees, and adapts strategies as needed helps in reducing the impact of vulnerabilities. Conversely, leaders who are resistant to change or fail to acknowledge issues can amplify vulnerabilities, leading to greater challenges for the organization.
ReplyDeleteDefinition: “Often mistaken for weakness or fragility, vulnerability in the workplace is the root of authentic leadership and meaningful connection. It is the ability to express and expose, in words and behavior, who we really are and what we genuinely think and feel.”
ReplyDeleteSource: World of Work Project
I think that when discussing workplace or organizational vulnerability it specifically refers to the risk an organization faces from internal and external threats that can affect its stability, performance, or reputation. This includes weaknesses in processes, systems, or leadership, and exposure to risks from market conditions or employee behavior. Furthermore, vulnerability can show up as gaps in security, ineffective management, lack of support, or poor responses to changes.
I've seen cases where inadequate training on new technologies caused major operational issues. Especially in construction, there is often a disagreement with adopting new technology which also adds to the increased vulnerability. The issues caused are usually just mistakes that culminate into delays and cost impacts. If management doesn’t promptly address these issues or provide additional support, it can lead to lower productivity and staff frustration. I think that leadership also plays a key role; proactive and empathetic leaders can effectively manage vulnerabilities, while those resistant to change or who ignore problems can worsen the situation.