When managers engage with their team, it can be very easy to fall into a kind of parent-child like relationship, with the wise sage talking down to their less experienced charges.  Research from Aalto University highlights how damaging such an approach can be, both to the productivity of employees as well as their wellbeing.

“The less hierarchical an organization is, the more responsibility people have for their own well-being, enabling them to steer and direct their own work,” the researcher explains.

A number of interviews were conducted at a Finnish tech firm, and they revealed an understandable link between the situations in which decisions were made and the wellbeing of staff.  Indeed, the study revealed that people often replicate the parent-child relationship as a result of the power differential between managers and their team.

“In these organizations and situations, the parents—the superiors—retain full control. The role of the child is very fragile and does not allow the skill level of the employee to develop,” the researchers say. “However, sometimes it might feel good to be in the role of a child, to some degree. For example, an employee can feel that it is not safe to make a decision on a matter.”

Transactional analysis

The research revolved around something known as “transactional analysis”, which originates from psychotherapy.  The authors suggests that through this framework it’s possible for organizations to shift from harmful to supportive interactions.

There are inevitably situations in any organization in which an employee ends up in a child-like position.  Performance appraisals, for instance, often fall into this camp, with employees responding to the questions of their managers.  The paper reminds us, however, that even in such scenarios, it’s not necessary for the employee to become submissive or helpless.

“The child can give alternative solutions A, B, or C, which make it easier for the parent to decide,” the author explains. “In addition, the child can also offer important information and understanding, which streamlines decision-making. In this way the child can make the parent’s life easier.”

The paper goes on to warn that if employees are constantly in the child-like role, then that reflects a fundamental lack of influence, and the organization would benefit from greater equality between parent and child roles.  Indeed, by assuming the “adult” role is the starting point the interactions would be both more varied and richer.

“If an employee has had enough, and hands in their notice, the superior is the one put in the position of the child. The superior, however, can try and turn the conversation into one that is between two adults. In addressing these situations, it is crucial to discuss the quality and structure of the interaction, rather than discussing the issue itself, or the characteristics of the individuals,” the author concludes.