Organizational Distraction

Organization distraction is one of the most prominent forms of distraction in the professional arena. Available at every turn, these systems help us know how and when to act in settings, so that we may become legitimized and gain from doing so. Through systemization of advancement and reward qualifiers, distraction has met the ultimate method of compromise with our psyches. At jobs, this type of distraction takes form of formal training, performance reviews, abstracted organizational principles and goals, suggestive interactions, and much more. Oftentimes, the individual could not even be aware of those driving forms distracting him from other possibly pre-meditated goals and aspirations. Herein lies the distraction; the individual becomes enraptured in the propositions and potentials of an organization.

Organizational distraction may be especially felt when an individual has a clear goal outside of an organization.

He proceeds to enter the organization, and becomes distracted in the verbalized or implied advancement and reward potentials. In doing so, he forget or excuses advancements for his outside goal. You may see this with people who obtain a position with a new organization, sometimes that they know little about. They may quickly get sidetracked from their personal attempts to better themselves and their lives for the sake of a more immediate societal reward. Some will relinquish their goals, temporarily or permanently, to obtain the organization’s notice. In doing so, compromising for a period of time an ultimate goal.

Others without a personal goal that rests outside of an establishment can easily become entangled in the fruits promised of their loyalty and submission. In so, they relinquish a path constructed by themselves, and follow a path that has already been preset by an organization. They are often also a lesser burden on that system, because they are less inclined to question it and attempt to change it in their favor. Similarly, they will not suffer the same pains of an unfulfilled goalĀ  outside of the organization. Being within it already and having little or no outside ties to another goal, they need just command their behaviors in accommodation of that which is already outlined.

photo by Alan Hurt Jr.

Organization distraction is potent. It provides a clearer path of conduct than often the individual’s personal goal does. It is far easier to know and follow the qualifying steps of an organizational structure towards a merit than it is to fulfill a goal without a clear path or (nearly) guaranteed reward. So most people will opt to remain distracted by the windings of an organization. The end of the route of organizational distraction is status fulfillment, whether that looks like a name on an email signature or a number on a paycheck.

Regardless of the path of sole goal fulfillment or taking part in organizational distraction, most people resoundingly seek the acknowledgement of an achievement from an entity outside of the self. The path of procuring this acknowledgment depends on more individualized factors. While some pride themselves on the restraint of following organizational regimentation, others cannot fathom their fates being determined by an organization that they do not fully endorse. Organizational distraction is powerful, and can position the individual neatly within a controlled environment. Being a cog is rewarded, socially elevated, and resoundingly abstracted. But ff we fail to question the processes and rewards of the organizations that set our paths out for us, we fail to measure these organizations against our personal ethical ideals and their compatibility with our goals.