Improving from the Inside Out

The Context and Operationalization of Deepgrowth in Business

Degrowth advocates for “social and ecological well-being instead of corporate profits, over-production and excess consumption”. However, as some critics point out, these ideas can sound better in theory than in practice for policymakers, businesses and consumers, given their perceptions of modern society’s growth paradigm.

In the article Deepgrowth: Self-transformation towards harmonious being by Hubert Buch-Hansen and Iana Nesterova, the authors openly address this perception as the most significant blocker to further Degrowth implementation and impact, stating:

“Why would people in general strive towards, and be satisfied with, consuming and living with less and differently? The answer … is that people would only be or do so if they were to develop mindsets diverging profoundly from current prevailing ones.”

As stated, any widespread shift in perspective to a new culture (Degrowth) comes from shifting the values and aspirations of those participating in an old culture (Growth Capitalism). Not only that, but the larger the gap between two cultures, the more significant the effort to change. To address this obstacle, this article goes on to describe the conditions by which the authors theorize will allow for people to experience the necessary self-transformational experiences to adopt Degrowth successfully:

“Drawing on critical realist philosophy…deep transformations occur simultaneously on four interrelated planes of social being: [a] material transactions with nature, [b] social interactions between persons, [c] social structure, and [d] people’s inner beings.”

The authors call their conceptualization Deepgrowth, and define it as:

The processes through which a human being – via inner growth enabled and supported by multiple mechanisms both external and internal to that person – becomes a harmonious being.

To reference Simon Sinek’s Golden Circle, the kind of research and framework being communicated in this article is critically important, as it describes exactly the kind of How (i.e. the operational strategy) that needs to be built to bridge the What (i.e. the desired outcomes) and the Why (i.e. the perceived reasonings) of Degrowth and allow for its effective adoption.

To further elaborate on this How, the authors describe that, despite the association with Degrowth, Deepgrowth involves a shift rather than pure subtraction, stating:

“Transformations involve moving towards less of some items. Simultaneously, they involve moving towards more of others. For every item needing to be reduced, corresponding growth in other items would be required.”

Their examples include: Reducing greenhouse gas emissions should increase forms of clean energy, reducing social intolerance should increase social empathy, reducing competition should increase collaboration, and reducing individual egoism should increase individual harmony. For every reduction effort through Degrowth, there should be an equal effort to prioritize the improvement that could be created by the space left behind.

To build on the Deepgrowth framework presented by this article and further our understanding of how to operationalize Degrowth, the following section outlines potential strategies, broken down by each of the four Deepgrowth planes, that Common Better believes sustainably-oriented companies and business leaders can use to facilitate deep transformations with their internal and external stakeholders. Common Better hopes that these recommendations can act as examples for professionals of how to more effectively operationalize Degrowth concepts without compromising business development.

Operationalizing Deepgrowth

Material Transactions with Nature

“Spending time and connecting with nature as a key source of self-transformation. Removed from the rhythms and distractions of their everyday lives and society, people can experience moments of introspection and self-discovery in and with nature.”

How To Operationalize: The key of activating this plane lies in interacting with nature outside of the routine of work. It would not be effective, for example, to seldom rely on the carefully curated plants in your office to simulate an outdoor experience, as cognitive effort would still be captured by work being done, rather than letting a wandering mind becoming inspired by the structure of the natural world. It would also not be effective, for example, to force teambuilding to take place outside – as mentioned in the article, one’s ability to effectively connect with nature comes from one’s baseline confidence in interacting with its uncurated form. If your co-workers are not initially outdoorsy people (or have an active hostility towards it), they will not suddenly become appreciative of the natural world from a team camping trip for which they must not only expend energy navigating professional etiquette as well as survival skills.

Within an operational context, this plane is best achieved through leading by example and micro-interactions within your team. The fact that you’re reading this article means that you most likely have some existing affinity for the outdoors; therefore, you should focus on getting out in nature as much as possible. Not only would the well-documented cognitive benefits of being out in nature improve your overall ability as a leader, but it would allow you to increase your chances of inspiring others to start improving in the same way. The more times you can regularly tell a coworker “I was out walking in the woods/on the beach/in the park, when I thought of this great idea…”, the higher your chances of building an appreciation for nature in others. Another way to normalize interacting with nature is to embed it into your formal conversations. Something as simple and fun as asking your team “what was the coolest thing you saw outside today?” during a team stand-up will bring nature-focused interactions to the regular lexicon of your operation.

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Social Interactions

“Through their connections and engagements with people who possess different knowledges, individuals can encounter or contribute to develop new ideas and skills that are conducive to self-transformations. And they can gain new information and broaden their knowledge, hereby stimulating inner growth.”

How To Operationalize: Adding a budget or dedicating time to send your team to networking and conference events might, at first glance, be an easy way to promote this plane of being in your operation. However, it is not enough to simply show up to a conference and expect productive social interactions to occur. They must be purposefully sought after and reflected upon to not only benefit your business, but the self-actualization of the individual.

One way this can be achieved is by assigning each team member attending a networking event with a degrowth-oriented “mission” – some insight that they are responsible for acquiring, or some perspective that they are responsible to better understand. By giving each team member a specific goal, they will not only be more likely to find unique perspectives from indirect sources of information (e.g. overhearing a conversation in passing, watching the body language of people as they speak about certain topics) but they will also be primed to initiate a inner growth perspective change within themselves through this focused process. Some examples of degrowth “missions” include:

• Gather insights on alternative business models that prioritize sustainability over profit.
• Learn about initiatives that promote local and circular economies.
• Explore ways to reduce waste and increase resource efficiency within a company.
• Investigate how companies are promoting employee well-being and work-life balance.
• Discover strategies for fostering community engagement and social responsibility.
• Find out about innovative approaches to reducing energy consumption in business operations.
• Determine the most significant reasons why a company might not want to adopt degrowth principles.

Then, once the networking event or conference is over, hold a mind mapping debrief session or create a gap analysis to present and collaborate on the perspectives that were acquired to improve your own business operations. This will help to shift Degrowth principles from the theoretical to the practical and show your operation how these philosophies can be made real.

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Social Structures

“Constellations of structures create spaces that are either more or less conducive to inner growth in the individuals situated – or situating themselves – in them. Spaces enabling such growth can be those found on the margins of the capitalist economy, where a multitude of significant, non-capitalist structures, practices and forms of labour and production exist.”

How To Operationalize: First, it is important to understand what is meant by “spaces” that traditionally practice non-capitalist structures. Some examples include:

• Worker cooperatives
• Time banks
• Non-profit organizations
• Social enterprises
• Eco-villages
• Communal living spaces
• Fair trade networks
• Open-source projects
• Volunteer-run initiatives
• Makerspaces and fab labs
• Community workshops and repair cafes

Now, to allow for inner growth opportunities related to these spaces, they should not be viewed as totally separate, non-capitalist entities to be engaged with only as a volunteer outside of work hours. Instead, they should be viewed as a valuable source of inspiration for you and your organization to pull from when researching alternative operational improvement ideas. While the entire non-capitalist structure of these spaces could not be effectively applied to a typical modern day capitalist business (and vice versa), elements of these spaces, how they operate and how they engage with their stakeholders, can be studied to uncover how a more capitalist business can improve on its current short-comings. Elements of these spaces that can be used for Continuous Improvement inspiration include:

• Leadership and Management Style
  • Non-capitalist organizations often emphasize democratic and participatory leadership styles. Leaders are seen as facilitators who empower employees and stakeholders to contribute to decision-making processes. Traditional businesses can adopt these inclusive leadership practices to enhance employee engagement, improve morale, and foster a sense of ownership and accountability among staff.
• Corporate Culture
  • Many non-capitalist organizations prioritize creating a supportive and collaborative culture that aligns with their mission and values. This often includes a strong focus on community, equality, and mutual respect. Traditional businesses can cultivate a similar culture by emphasizing shared values and community involvement, leading to a more committed and motivated workforce.
• Employee Training and Development Programs
  • Non-capitalist organizations often invest heavily in continuous education and skills development for their members, promoting personal and professional growth. Traditional businesses can implement comprehensive training programs to ensure their employees are continually developing their skills, which can lead to increased innovation and productivity within the organization.
• Corporate Social Responsibility Initiatives
  • Non-capitalist organizations typically have a strong commitment to social and environmental causes, integrating these values into their core operations. Traditional businesses can adopt similar CSR initiatives to enhance their brand reputation, attract a more open-minded and creative workforce, and contribute positively to communities in which they operate.
• Customer Feedback Mechanisms
  • Non-capitalist organizations often prioritize direct and transparent communication with their stakeholders, including robust mechanisms for receiving and acting on feedback. Traditional businesses can implement effective feedback systems to better understand and meet customer needs, leading to improved customer satisfaction and loyalty.

Inner Beings

“Self-transcending experiences – such as feeling love, gratitude, oneness, and awe (Schneider, 2009) – can trigger reflections conducive to deepgrowth. Another enabling mechanism is finding joy in basic everyday practices such as cleaning, caring for one's space and objects one lives with, and cooking – and in gradually changing these practices to make them increasingly ecologically sustainable.”

How To Operationalize: Enabling non-manufactured, self-transcending experiences in the workplace is, to say the least, difficult. The employer-employee relationship inherently enforces a layer of formality that prevents these authentic feelings both from being felt and communicated. So as counter-intuitive as it sounds, don’t try to force these behaviours. There is no quicker way to make self-reflection uncool in the eyes of your workforce than by forcing your employees to take a “mindfulness seminar” or similarly structured activity to explicitly implement these practices. Instead, focus on creating the small daily interactions that build your workplace culture towards a point of valuing these self-transcending experiences naturally. Some examples of ways to lead by example and share your own moments of finding joy in the everyday include:

• Set clear intentions and goals for your workday, so you can celebrate them later when they get accomplished.
• Take short breaks to stretch or walk and clear your mind. Go outside and get some fresh air.
• Practice active listening during conversations with colleagues. Recognize when your mind wanders and bring it back to the present moment.
• Focus on one task at a time to improve concentration, achieve more goals quicker and reduce stress of having too many outstanding items hanging over your head.
• Keep your workspace organized and clutter-free. Make it personable and comfortable for your team.
• Acknowledge moments of gratitude from positive experiences at work. Post a sticky note on your desk or computer monitor anytime someone does something you really appreciate.
• Take an actual lunch break, and enjoy your meal. Don’t be distracted by work during this time. It’s better to take a 5 minute lunch break with no distractions than a 10 minute break while doing work at the same time.
• Take deep breaths when feeling stressed or overwhelmed. Recognize that it’s OK to take a moment to recollect your thoughts and emotions when stress levels run high.
• Set boundaries for work-life balance and stick to them. Let your colleagues know your schedule, under what circumstances they can contact you outside of these situations (if at all), and ask them for their similar boundaries to follow.
• Reflect on and celebrate your accomplishments at the end of the day. With your coworkers, talk about what went well, and what could be improved for tomorrow.
• Practice empathy and compassion in interactions with coworkers. Everyone has their own life outside of work that gets brought to the office. Remembering this and assuming that everyone has the best intentions will help with your overall collaboration.
• Create a commute for yourself, even if you work from home, to actively reflect and decompress from the day. Having a dedicated time to clear your mind between work and after-hours will keep any work stress at work while preparing you to show up authentically for yourself and your loved ones at home.

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