Conflict between work and life responsibilities, while by no means a new issue, is becoming increasingly high profile as research pours in on its direct and indirect costs to organizations. A study by Duxbury and Higgins, The Report on Work-Life Conflict in Canada in the New Millennium (Duxbury and Higgins, 2003), estimates costs associated with work-life conflict to range from $4.5 to $10 billion annually. As a result, programs promoting and supporting work-life balance are on the increase.

Now I may be too much of a Type- A personality, but “balance” has never been something that excited me, so this trend led me to investigate this topic and eventually to begin writing my forthcoming book, Beyond Balance. The book will examine why balance, while part of the solution, is also a barrier to creating healthier individuals and organizations.

To begin my research, I reflected on my own life and recognized the times I had felt a longing for more balance were not the times I was busiest, but rather the times I was feeling out of sync with my authentic self, my natural style, my strengths, and my vision for my life. When I was aligned with these things, the hard work was energizing and time for family, friends and self all seemed to fit somehow into the flow. This personal experience suggested to me that something might be missing in typical work-life balance programs that focus on efficiency, time management, stress management, fitness programs and support to alleviate caregiver strain.

When I looked at the actual definitions of balance, I discovered the root of my misgivings. Balance is defined as “a state of equilibrium.” It is easy to see why this would be desirable in a time where change is both rapid and seemingly out of our control in our lives and work. But take the definition one step further, and you find equilibrium defined as “a condition in which all acting influences are canceled by others, resulting in a stable, balanced or unchanging system.” This would be great if we had already achieved an idyllic state, but in Canada fully 86 percent of employees report moderate to high levels of work-life conflict. An “unchanging system” in regard this condition is the last thing people want.

I explored further by sending surveys to several hundred people asking what balance meant to them. Not one person mentioned the words stability or equilibrium. They all spoke about wanting more: more fulfillment, more happiness, more time, better relationships, more fun, more meaning. For them, balance was not about keeping things the same. They wanted things to be different, to be better.

The definition of equilibrium also explains why balance is an ongoing struggle and our efforts to improve often cancel each other out. I would go one step further, in fact, to suggest that each individual (and every organization for that matter) is already balanced. Oddly, it was my orthodontist who inadvertently brought this point to my attention. On my initial visit he offered these profound words, “Your teeth are in perfect balance exactly as they are right now. Although you may not like the way they are, they have established a stable equilibrium.”

So the 30 extra pounds you carry around balances the emotions that you are eating to suppress. The six cups of coffee each day balance the lack of sleep you get. Working long hours helps you to avoid having to deal with issues with your children or spouse.

In order to truly thrive, however, people and organizations must find a way to integrate these two seemingly conflicting urges: one toward stability and one toward growth. In order to thrive, we need models that help build foundations for equilibrium by enhancing our ability to initiate change. Rather than struggling to maintain balance, both people and organizations need to learn to step beyond balance and its fear and survival mentality to set their sights on thriving.

Three Keys to Shifting the Balance and Inspiring Innovation

To thrive, people and organizations must learn to shift the status quo and find new ways of doing and being that are more productive, efficient and fulfilling – essentially they must understand the roots of true innovation, a familiar quest for all leading organizations today.  Not coincidentally, the keys for individuals and organizations to thrive on a permanent basis are very similar to the requirements for sustaining healthy, relevant and ongoing innovation.

1) Remember your core.
Whether the goal is thriving or innovation, both individuals and businesses need to understand and stay aligned with their core. A person who becomes a lawyer for the money and status without having a passion for it might achieve short-term financial success, but over the long-term lose in terms of stress, compensating addictions, and a mid-life crisis because of this misalignment.

Similarly, fostering healthy innovation requires an awareness of what is core to the organization and the ability to resist the temptation to enter new markets simply to feed unrestrained growth. Many organizations mistakenly believe that any innovation is good, and fail to examine whether the innovation supports the core of their business. Both individuals and organizations need to learn that just because something is a good thing, doesn’t mean it is their good thing. Learning to thrive is just as much about which opportunities you choose to let go of, as it is about which you choose to pursue.

2) Strategically address needs to align with your core.
Thriving requires being able to strategically address multiple needs simultaneously in a way that aligns with your core values, talents, purpose and vision. We have so many needs that trying to address each need separately can be overwhelming. If individuals and organizations take the time to look at the big picture, assess their varied needs and create strategies to meet them that align with their core, they will use their energy and resources far more efficiently. Rather than cramming in a 5 am workout by yourself, meet your need for physical activity and your value of family by finding ways to make exercise a family activity. In the same way, organizations that take time to look at the big picture and coordinate initiatives will avoid having separate departments working at cross-purposes or duplicating efforts.

3) Consider the common good. We may be tempted to criticize those who “rain on the parade” of new technology or innovations, but we must recognize that no action is without consequences; we owe it to ourselves, and those who rely upon us, to exercise precaution. Rather than getting caught in the struggle of “either/or” dilemmas, those companies and individuals who are able to thrive and innovate over the long term learn how to ask more strategic and inclusive questions that ensure all parties are considered.

4) Don’t stop at the first right answer.
Finally, people and organizations that are thriving and innovative demonstrate tremendous optimism and curiosity. They never stop at the first right answer. They never stop seeking to improve. When they find one way to do something, rather than rushing to implement, they stop and consider, is it really the best way?Even if all of these criteria are met, just for fun they ask, “How else could it look?” The beauty of believing in, and looking for another, right answer is that you always find one.

-Andrea Jacques (aka. kyoseigirl)

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