Introduction
Have you ever wondered how an organisation thrives? Have you ever listed what you need most to be happy? Have you asked yourself which of these elements you find in your work and how their composition has shifted as the post-pandemic work-life balance has evolved? In this article we will talk about wellbeing, happiness, and prosperity, but also about change; about place and about meaning.
What Work Means to Us
Work has always been a valuable experience in the lives of most human beings. Beyond being a duty and a right, for many it is a genuine need, as it allows us to achieve a sense of wholeness, to gain greater security, and to communicate who we are to others.
It takes on multiple meanings, structures our time and our activities, and is a social system in which people interact daily, guided by shared norms and rituals. Work allows us to define our social standing and helps shape our personal identity.
It serves as a touchstone to recognise ourselves, enriching or confirming how we perceive who we are. It is a broad and powerful space for expression, through which our competence, our autonomy, and our sense of purpose grow.
When we feel fulfilled and motivated in the work we do, and sense that we are aligned with the organisation’s goals, mission, and vision, we discover that this social hub fulfils some of the core needs of our psychological wellbeing.
Renowned psychologist Carol Ryff identifies six key needs for our happiness, and within an organisation, each person can potentially fulfil all of them, to varying degrees:
- Self-acceptance and self-expression, feeling satisfied with who we are and with our life, fully aware of our strengths.
- A sense of autonomy, having the ability to make decisions and regulate our behaviour in alignment with our values and goals, feeling in control of our life.
- Personal growth, having the opportunity for continuous development, welcoming new challenges and experiences.
- Environmental mastery, feeling comfortable in a setting that encompasses physical, social, and cultural dimensions—one we can influence and feel we belong to, because we share experiences and build relationships with others within it.
- A sense of belonging and close relationships. The quality of our interpersonal relationships and the social support we receive from others make us feel good. Daily interactions within an organisation encourage behavioural change, promote personal empowerment, and allow us to navigate differences. In this setting, empathy plays a crucial role: it reduces prejudice, makes us responsive to the needs of others, and sparks the creation of supportive, trusting relationships.
- Purpose in life; sensing a profound purpose and meaning in what we do, intuitively understanding the best direction for our life, setting clearer goals, and shaping our vision with passion and foresight.
The Impact of the Workplace
Yet how much does the physical workplace influence the expression of these elements?
Looking closely, we quickly realise how the balance of these factors shifts in the era of Hybrid Work: some grow visibly, while others decline at the same pace.
For people, the opportunity to express themselves, accept themselves, exchange ideas, and collaborate is closely tied to their connection to the place where these actions come to life.
An organisation expresses its culture at every moment; it has an identity and strategic goals, and it often conveys all of this without needing the written word.
It is genuinely like a “living organism”, where the individual and the organisation are neither separate nor separable; rather, the workings of one mirror and interact with those of the whole business in complex ways. They influence each other continuously, without even realising it.
We can picture a subtle, pervasive energy that nurtures the fabric of relationships, turning disparate parts of the company into a single team.
All of this happens because a container exists—built of walls, doors, and windows—where continuous exchange takes place, and where we “literally” mirror one another. When we were children, it was school; later, it becomes work.
We mirror, align with, and understand each other, continually receiving something from those around us. We share a genuine sense of collective experience.
Within these rooms, a resonance emerges that enables us to carry out tasks, solve problems, and collaborate in a coordinated, connected way.
When Walls Become Liquid Windows
What happens when the physical workplace dematerialises?
Naturally, the sense of belonging once tied primarily to a physical space and a co-located team is undergoing a profound shift. It is equally evident that our psychological wellbeing must be nurtured with renewed attention.
We are shifting from form to substance, from container to content, from spontaneity to intentionality.
We lose control over the physical setting, gain greater autonomy, and find more room for individual expression, yet we have fewer opportunities to share it with others and receive feedback on our efforts. We can and want to grow, but the pace is accelerating, and our progress is visible to ourselves while often remaining unseen by others.
We may not share spontaneous coffee breaks, but we can intentionally choose to meet and collaborate.
We can choose to experiment; we can choose to share.
Many processes of socialisation, identification, and growth used to happen organically; today, they no longer do. They require an intentional approach so they can be built together.
If culture no longer emerges spontaneously within a shared physical environment, we now have the opportunity to co-create it with the people who make up the organisation, embedding the deeper meaning of their daily work into their awareness and actions.
A shared culture and common meaning are essential to feeling like a team.
Today, it is the only thing that can truly keep us united.
Furthermore, neuroscience demonstrates that a sense of belonging to an organisation is closely linked to our ability to share a common vision and shared meaning. When people feel part of a broader purpose, their experience becomes more fulfilling and engaging. Trust grows, and a deeper bond is forged across the organisation.
Today, the intentionality to build together, value relationships, and create an environment where meaning is shared becomes essential for organisational success.
Conclusion
In conclusion, in the era of hybrid work, the intentional effort to build a work environment founded on shared meaning becomes essential for employee satisfaction and organisational success. Company culture and internal communication play a crucial role in shaping wellbeing, belonging, and employee engagement.
Processes of visioning, defining purpose, co-creating the mission, and sharing values are vital in uniting people, driving motivation, and elevating performance.
By creating an environment where people feel part of a broader purpose, organisations can thrive and navigate future challenges with confidence.
Today, it is essential to start with the ‘why’, with core values, and with what matters most to people.
When the physical container for relationships, exchanges, and people is no longer there, it is the content that makes the difference. It is the why.
