“I’ve been asked to speak on work-life balance at a women’s leadership conference”, said a friend of mine.
In my blunt fashion I said, “Good lord – why are we still asking professional women this question? Why do we assume that women, who are powerful and competent, need answers to this question? How often do we ask men this question?”
Image governs behaviour
In 1956, Kenneth Boulding wrote a book called The Image. In it, he wrote that our behaviours are a reflection of the images that we hold of ourselves. In his words “…what I believe to be true; my subjective knowledge. It is this image that largely governs my behaviour“.
As events occur, they alter our images and as our image alters we alter our behaviour accordingly. Images are built up as a result of our past experiences. They can be deeply ingrained and are held in place by the messages that reach it. “The meaning of a message is the change which it produces in the image“. When a message hits an image – it can be rejected; it can add to the image or bolster the image; it can clarify the image; or it can intrude on the image, catalyzing some kind of change, even a revolutionary change. When this revolutionary change happens the image may be re-organized.
The key element of how the message is received and how it impacts the image is the value screen that a message must pass through. In Boulding’s words “the values are perhaps the most important single element determining the effect of messages on its image”.
I was reminded of this model the other day when I realized that if really DO want to be 10 pounds lighter, then my image needs to shift to that of a person who IS 10 pounds lighter (the revolutionary change). I need to filter the allure of the pumpkin scone through a value filter that says “skinny people don’t eat pumpkin scones”. Then I will triumphantly turn up my nose at said scone.
If we accept this model, then maybe the question we need to ask professional women is: “What is the underlying image that we hold, that makes us think we need to keep answering this question? What messages are we receiving that say we don’t know the answer? What values are we filtering our perceptions of work/life balance through?”
I think this would spark a far more interesting conversation.
Facilitation for image shift
When facilitators work with groups, they often work within the framework of image shift. A group wants a certain outcome – so what needs to shift, in order to achieve the outcome? If a group wants to be a high performing team – what image do they hold of themselves? What messages are reinforcing the current image, and what values are these messages being filtered through? What are the resulting behaviours? How do these aspects of the image model need to shift to move the group towards its aspirational state? What are the underlying contradictions preventing this shift?
These are fascinating conversations that groups must navigate as they shift from their current state towards the desired, future state.
Facilitation is an enabling process.