The elevator doors opened, and Evan found himself face to face with the elevator's eight occupants, all staring straight ahead. Nobody moved. Calculating that there was enough room for him to board, Evan stepped forward, slightly jostling the tall woman directly in front of him "Excuse me," he said.
The elevator doors closed behind him, and as the elevator began to move upward, Evan scrunched his shoulders, pulled his elbows tightly into his sides, and carefully rotated himself in place to face the doors. He inevitably brushed against the tall woman again, who responded by shifting about two inches to the southwest, which movement rippled across the other four southwestern occupants of the elevator.
Evan had claimed his space.
So goes the ritual of elevator boarding. It varies from culture to culture, but that's how it's done in the U.S. It's a fairly unfriendly, mildly competitive, and ironically isolating process.
Imagine a similar scene in a parallel universe. The elevator doors open, Evan notices that the elevator is almost full, and says, "Room for one more?" The tall woman responds, "Sure, c'mon aboard." The passengers in the southwest corner of the cab move over to make room and one says, "Yeah, c'mon in. Now we have enough for volleyball!"
Life can be so different — so much more fun — and we can make it happen. Here are some of the everyday rituals we can change.
- Two groups pass each other in a narrow hallway
- One or both will form single file to make space for the other to pass without stopping. Rarely do we stop, stand aside with a smile, and generously let the other pass.
- Pouring coffee at the coffee station
- Life can be so different —
so much more fun —
and we can make it happen - Someone approaches as you're in mid pour. Do you finish pouring, and then set down the pot? Or do you interrupt your cup and offer to pour theirs?
- Entering the office or cube of another
- If the occupant is looking at the computer, or otherwise unaware of your approach, do you knock on the doorjamb? Clear your throat? Say hello? Or do you ask for directions to the Emerald City?
- Someone enters your office unexpectedly
- Do you stand? Say hello? Smile? Offer the visitor a seat? What if you've never met? Do you ask, "Am I in the right office?"
- Someone drops a book, some papers, their badge, etc.
- Do you do nothing? Do you pick up the items? Do you just point them out? Or do you make a self-effacing remark: "Hey, I thought today it was my turn to drop stuff…"
Our days are tense, but keeping them that way takes work and creativity. With about the same amount of work and creativity, we can break the tension and make Life a lot more fun. Top Next Issue
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Related articles
More articles on Personal, Team, and Organizational Effectiveness:
- Food for Thought
- Most companies have employee cafeterias, with the usual not-much-better-than-high-school food service.
By upgrading — and subsidizing — food service, these companies can reduce turnover and improve
productivity dramatically.
- Clueless on the Concept
- When a team member seems not to understand something basic and important, setting him or her straight
risks embarrassment and humiliation. It's even worse when the person attempting the "straightening"
is wrong, too. How can we deal with people we believe are clueless on the concept?
- Indicators of Lock-In: I
- In group decision making, lock-in occurs when the group persists in adhering to its chosen course even
though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What
are some common indicators of lock-in?
- Patching Up the Cracks
- When things repeatedly "fall through the cracks," we're not doing the best we can. How can
we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
- Down in the Weeds: I
- When someone says, "I think we're down in the weeds," a common meaning is that we're focusing
on inappropriate — and possibly irrelevant — details. How does this happen and what can
we do about it?
See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.
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- And on January 29: A Framework for Safe Storming
- The Storming stage of Tuckman's development sequence for small groups is when the group explores its frustrations and degrees of disagreement about both structure and task. Only by understanding these misalignments is reaching alignment possible. Here is a framework for this exploration. Available here and by RSS on January 29.
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