Maslow and Selfless-Actualization

Class Post. Enjoy!

Good afternoon M:

Thank you for your post. I believe the suggestion in your post, “utilizing the award system for employees that go beyond their job description” (Kamara, 2013, para. 3) could align with the discussion I have been having with Jack and Van regarding “happy” employees. A person who would go beyond their job description could be seen as an individual who has been enlightened past Maslow’s (1965) definition of a “self-actualized” person to a “selfless- actualized” person. In later research, Maslow (1971) suggested that, “There is a definition and process that transcends the self in self- actualization characterized by such terms as selfless, devoted, working at a calling and "being-values" (p. 128).

I believe what Maslow (1971) was talking about is what we refer to today as servant leadership. Greene and Burke (2007) argued that what is relevant to the selfless-actualized person is creativity. I believe employees who are allowed to be creative at their place of employment are probably happiest. Maslow (1971) recommended that organizations find avenues for authentic creativity to emerge from their employees. Greene and Burke’s (2007) research of Maslow (1971) pointed to Maslow’s (1971) characteristics of people who go "beyond self- actualization.”

Selfless-actualized people share similar behavioral prototypes (Green & Burke, 2007). Self-actualized individuals are unpretentious and live future possibilities as if they exit in the present moment (Green & Burke, 2007). Maslow (1971) included other attributes of self-less actualized individuals such as they make things right, they honor and commend others, they are down-to-earth and efficient, they see challenges as opportunities, and they are drawn to problems that are complicated. Moreover, they want everyone to excel to highest potentiality, and they are uncomplicated and efficient (Greene & Burke, 2007).

Greene and Burke (2007) acknowledged that from a societal perspective it is critical to have an others’ worldview. Greene and Burke (2007) noted that this “other focus” is especially important in health care where most employees have altruistic intentions. Aligning creativity and self-less actualization makes more effective delivery of service and happy employees (Greene & Burke, 2007). Greene and Burke (2007) noted the selfless-actualization is iterative and on-going. The authors suggested for organizations to empower creativity in their employees (which results in “happy” employees and increased productivity), organizations can invest in the following;

•   Educate through art,
•   Grasp an awareness of operating in an environment of opposition
• Cultivate employees autonomy and individual personalities and goals
• Engage in dialogues on ethics,
• Engage conversations on workplace spirituality
• Practice sense- making, invention, connectiveness,
• Be authentic, present in the moment and straightforward,
•  Be a role model, and
•  Be aware of Maslow's hierarchy of needs and its relevance to the workplace (Greene & Burke, 2007).

As noted by Greene and Burke (2007), this idea that Maslow (1971) was embarking upon, prior to his death that one should move beyond self-actualization to selfless actualization seems to be more critical in this day and age, as when Maslow (1971) was first introducing it. It is about organizations engaging in strategic cooperation rather than strategic self-interest.

References

Greene, L., & Burke, G. (2007). Beyond self-actualization. Retrieved from

          https://digital.library.txstate.edu/bitstream/handle/10877/4089/fulltext.pdf

Kamara, M. (2013, May 30). Week 6 DQ 10. Message posted to University of

          Phoenix class forum MGT/736 – Contemporary Systems Management

          website.

Maslow, A. H. (1971). The farther reaches of human nature. New York, NY:

          Viking Press.