Set Menjadors - Mariona Moncunill

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EXCLUSIVELY
FOR THE USE OF THE
CCCB STAFF
Sign in CCCB’s dining room.
or to kindle negative thoughts
and antisocial behaviour
within us, or even resentment
towards the organisation.
On a different note, com
munication within organisa
tions, and in other spheres of
life, flows through two types
of channels: a formal one, that
is, one of hierarchies and du
ties, and an informal one, of
sympathy with other people.
An old saying stating that “it
is better to please than to be
funny” lies along these lines,
supporting the idea that if
every individual takes care of
‘selflessly’ building positive
links with people in their
team, or from other depart
ments, divisions, entities, or
of higher or lower hierarchical
levels, these relationships
will at some point probably
become more beneficial who
knows, providential even
than the formal ones.
Apart from the longterm
positive effect of informal
relations, it is also common
for those with an urgent, un
resolved issue at work to find
the solution to their problem
through another member of
their informal network. These
are powerful reasons, both in
the long and short term, to
use the canteen as a communal
space, one of community,
where the workers may catch
up on the comings and goings
of those with whom they get
on well.
People’s commitment may
also benefit from the existence
of the canteens. The most
advanced theory on motivation
comes from social psychology,
and lifts the burden of having
to motivate collaborators off
the shoulders of bosses. Since
an investigation on this issue
concluded that the motivation
that really drives people is
‘intrinsic’ to them, that is, that
the person finds it within him/
herself, motivation is no longer
the bosses’ duty. But careful,
the bosses shouldn’t wash their
hands of it, because theirs is
the responsibility of not dis
couraging, of keeping up the
optimism and the enthusiasm
of their workers. In this sense,
human beings generally like
clean and neat environments
because they provide comfort
and relaxation. It is therefore
up to the management to
ensure that the canteen fulfils
these conditions in order for it
to be the place of preference
for the workers.
As a last thought, the
presence of members of the
management in the canteen,
even if infrequent, may have
far from trivial effects. For a
director to share a coffee or
a snack with his staff whilst
informally transmitting news
of interest, informing them
of a collective success story,
or congratulating them for it,
facilitates the consolidation of
a feeling of positive identifica
tion with the institution, and
promotes pride in belonging to
it. Similarly, this contact stim
ulates cohesion and favours the
adhesion of everyone to the
mission, vision, and values of
the organisation.
Apart from the risk
of unfortunate comments
made by colleagues that was
mentioned above, there is
another, no less important
one: that the canteen should
become a breeding ground for
the birth and propagation of
toxic rumours. Unfortunately,
rumours generate uncertainty,
and this usually comes coupled
with fear. And fear makes
people lose their concentra
tion and productivity. And fear
spreads... Because of this, it
is important to take this risk
into account and prevent it,
not just for the management’s
sake, but also for the individu
als themselves.
Please let the
Tupperware dry in
this tray.
THANK YOU
Sign in CX La Pedrera’s dining room.
—
—
«Jo feia els mobles igual que el nen que
veia un avió en un aparador d’una botiga i
no se’l podia comprar, se n’anava a casa seva
i amb quatre fustes se’n feia un de semblant.
És això, ni més ni menys. »
— Joaquim Anson
—
www.joaquimandson.com
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*Imatge: Butaca Brullet (1969) de Joaquim Anson i Pere Roig.