Dancing Priest

Author and Novelist Glynn Young

Glynn Young

Poetry at Work, Chapter 14: The Poetry of Interpersonal Conflict

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Poetry at Work Poetry of the Workspace

A conflict in the workplace is not uncommon. A workplace conflict battled out on Facebook, however, pulling in co-workers and the company, is not something you see every day.

It happened at my company. And Human Resources asked that my team, the corporate social media team, do something about it. The fact that it was happening outside business hours was a complication. 

It was a nasty fight. Things someone would never say in an office setting were erupting on a daily basis. Friends and family members were egging the two combatants on. At the time, social media were relatively new, and this was something new on social media. Twitter trolling parties were already common, but I’d never seen two fellow employees arguing on Facebook.

To continue reading, please see my post today at Literary Life.

Poetry at Work, Chapter 13: The Poetry of the Crisis

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Poetry at Work Poetry of the Workspace

There’s nothing like a good crisis to demonstrate how little control an organization has. There’s also nothing like a good crisis to uncover the poetry in our souls.

A product cancellation was looming, the cancellation to be imposed by a government agency. Thousands of jobs were at stake, not to mention income, corporate stock price, reputation, and significant disruptions for customers. The crisis had been coming for nearly a year, contained within official communications between the government and the company.

As time passed, internal anxiety grew. In the communications area, we were a relatively minor player, except for the moment at which the crisis would go public. Then we would occupy the most important position in the overall situation. Blow it there, and the product would be destroyed in the marketplace.

To continue reading, please see my post today at Literary Life.

Poetry at Work, Chapter 12: The Poetry of Transparency

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Poetry at Work Poetry of the Workspace

It was the days before PowerPoint. Holding our overhead transparencies, three of us sat waiting to be called into the management meeting. We were three public relations people, three poets, working for a chemical company. And it was our job to explain to the people running the company why we had to tell people how much pollution the company was responsible for, and, more to the point, what we thought the company should do about it.

If you know anything about working for corporations, you know that this would not be a moment to inspire self-confidence. In fact, we expected to be shredded.

A new federal law had been implemented. Companies large and small had to publish, annually, how much toxic emissions were emitted each year from operations. Our chemical company would be reporting big numbers. So would automobile and tire manufacturers, and steel makers. So would newspapers (toxic emissions are associated with printing presses). All manufacturers were affected, but especially chemical companies.

To continue reading, please see my post today at Literary Life.

Poetry at Work, Chapter 10: The Poetry of Beauty on the Workplace

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The worst view I ever had from my assigned office at work was of the building’s designated smoking area. I had the most coveted type of office – a closed-door office, with a window. Except the window faced the smoking area outside the building, with its awning-like protection and clouds of smoke.

The best view I ever had from my assigned office at work was that same office – after smoking was banned entirely from the campus. No more plastic awning. No more clouds of smoke. Just an uninterrupted view of nearby woods.

If someone asked you to describe beauty at your workplace, you would likely think of architectural structures, window views, fountains, waterways, or woods. You might think of people, but today’s cultural and work environments require that great care be taken when talking about people. 

To continue reading, please see my post today at Literary Life.

Poetry at Work, Chapter 9: The Poet in the Culture of Control

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Poetry at Work Poetry of the Workspace

For most of the 20thcentury, the structure of corporations was based on the technology of mass production. It was a command-and-control model, with managers directing workers, who had a very specific task to accomplish. It was not unlike the military.

In the 1970s, that structure began to break down. It was almost odd – an organizational model that had survived two world wars and the Great Depression was breaking down for what appeared to be smaller factors. Inflation raged almost out control (I remember a prime lending rate of 21 percent); oil embargoes were turning major industries like petroleum refining, chemical manufacturing, and automobiles on their heads. National psychological blows happened as well, contributing to the disruptive environment – the Watergate crisis, the end of the Vietnam War, and the Iranian revolution that led to Americans being held hostage for more than a year. The reckoning started in the 1980s, as company after company reorganized (over and over again), laid people off (over and over again), and often went out of business altogether. At the end of the 1980s, Tim Berners-Lee invented what would become the worldwide web.

It was an unsettled time to work for a large company.

To continue reading, please see my post at Literary Life.

Poetry at Work, Chapter 8: The Poetry of the Organization Chart

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Poetry at Work Poetry of the Workspace

I was sitting with a woman in the Human Resources Department. There had been a reorganization of our department, part of a general reshuffling across the company, and I’d been assigned to sit with her to work out the new organization chart. 

You would think this was something of a useless exercise. Shouldn’t it be a simple matter of “here’s the boss, here are his or her direct reports, and here’s who reports to them.” But it was anything but simple, and I was to get a lesson in the Byzantine art form of corporate organization charts.

First, she pointed out, not all of the boss direct reports had the same title. Some were directors; some were managers. Next, there were directors and there were directors – a title wasn’t necessarily indicative of grade level, and grade level was everything. The chart had to indicate that by a subtle positioning of the boxes, with some slightly more elevated than the others. The same thing applied to the managers. Then there was the problem of some managers have more people reporting to them than directors did. 

To continue reading, please see my post today at Literary Life.