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Why We Do What We Do

Explore the impact of class on our behavior, relationships, and success at work. Learn about the hidden rules that dictate our interactions and opportunities, from entry-level to upper management. Delve into the importance of emotional intelligence and conflict resolution skills. Discover how money affects focus, connectedness, and access to essential resources like education and healthcare. Gain insights from Ruby Payne's approach to defining poverty and Maslow's Hierarchy of Needs.

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Why We Do What We Do

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  1. Why We Do What We Do The Hidden Rules of Class at Work Candace Moody, Jacksonville

  2. Why Class Matters

  3. Definitions: where we come from • Generational Poverty • Working Class • Middle Class • New Money • Old Money

  4. Class Priorities • Poverty: survival, relationships, entertainment • Middle Class: work, achievement, security

  5. How class affects us

  6. Why Does Money Matter? • It affects an person’s ability to focus at work and school • It affects her connectedness (she won’t have voicemail; won’t answer the phone) • It affects access to knowledge, education, and healthcare

  7. Ruby Payne’s definition of poverty • Lack of Resources: • Emotional • Mental • Support systems • Role models • Knowledge of hidden rules

  8. How class affects our thinking • About money • About loyalty and relationships • About work • About time • About what’s important

  9. Maslow’s Hierarchy of Needs

  10. How we think about relationships • Two important skills that help employees deal with conflict: • The ability to listen • The ability to translate from the personal to the objective • Listening: • What is the real issue? What is most important here? • What register of language is appropriate? (formal vs. casual) • How do we structure stories? • What happened, in order • Cause and effect

  11. Being able to identify cause & effect (courtesy: Reuven Feuerstein, an Israeli educator) • Individuals who cannot plan, cannot predict. • If they cannot predict, they cannot identify cause and effect. • If they cannot identify cause and effect, they cannot identify consequence. • If they cannot identify consequence, they cannot control impulsivity.

  12. EQ • The ability to understand what you’re feeling • The ability to control what you’re feeling • The ability to understand what others are feeling • The ability to change what others are feeling

  13. Behavior in the Workplace • Laughs when disciplined. (A way to save face.) • Argues loudly with the authority. (Sees the system as inherently dishonest and unfair.) • Angry response; may even instigate physical fights. (May not have the ability to see issues as abstract.) • Inappropriate or vulgar comments. (May not know formal register.)

  14. The Hidden Rules

  15. The Hidden Rules of Class at Work • Unspoken • Are used to judge whether you belong • Absolute: “You just don’t do that” • They affect who succeeds and who doesn’t

  16. The Rules • What’s expected of you / how you are judged • Entry level: what you do • Mid level: what you know • Upper level: who you know • Who you must connect with • Entry level: your team • Mid level: managers up and down the organization • Upper Level: External connections vital to the company’s success • Planning: • Entry level: daily, if at all • Mid level: weekly to annual; project-based • Upper level: strategic, long-term

  17. The Rules • Time commitment: • Entry level: by the hour; only hours paid • Mid level: 50 – 60; until the job is done • Upper level: work, plus travel and social events with spouse • Spouse or significant other: • Entry level: doesn’t matter • Mid level: helpful, but not crucial to success • Upper level: critical factor; seen as a reflection of judgment and taste

  18. What do you think? Q&A

  19. Resources • The Hidden Rules of Class at Work, Ruby Payne • The Fragile Mind, Jarik Conrad

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