For about twenty years, the problem of "work life balance" has been very fashionable. Briefly, some of us at times are so seduced by work that our personal lives suffer. We devote too much of ourselves to work and working, and too little to building and maintaining relationships with friends, loved ones, and ourselves.
Although I agree generally with the goal of the "work life balance" movement, I'm uncomfortable with the subtle message we send ourselves when we use the metaphor "work life balance."
Word choices can convey subtle messages that can distort our view of the world. Consider, for example, the word mother as a verb. In U.S. English, when we think of mothering, most of us think first of looking after, caring for, protecting, or nurturing. Mothering connotes an ongoing process that is fundamental to the relationship between a female and her offspring, or her adopted offspring. More rarely, mothering can denote the process of giving birth.
Now consider the word fathering. To most of us, what comes to mind first is begetting offspring, or creating, founding, or establishing something. Fathering usually connotes an act of procreation or creation. More rarely, fathering connotes the process of acting as a father to somebody, by providing, protecting, or giving advice.
Both mothering and fathering can connote acts of creation or relationship. But in their usage these two words couldn't be more different. Those who seek to change the family roles of mother and father must contend with the subtle messages conveyed by our language. It isn't a small problem.
So it is with the term "Work Life Balance," which carries with it two very serious problems.
- Work and Life are inseparable
- Contrary to fact, the term presumes that Work and Life are separable. They are not. We might not like the work we do, and we might be planning a change, but whatever the Work, it's part of Life.
- Seeing our work as Contrary to fact, the term
Work Life Balance presumes
that Work and Life
are separablepart of our lives is essential if we want to make conscious choices about how we live our lives. - Balance implies an impossible metric
- Balancing two things requires a one-dimensional metric by which we measure them both. But there's no such metric for "work" and "life," even if we concede that they're separable (which they are not — see above). Measuring them in hours or even waking hours won't do, because the quality of time spent with loved ones can be more important than the quantity.
- We cannot measure Work or Life. Instead, focus on what matters most: the health of relationships with loved ones. If those relationships aren't right, what else matters?
Even if Work and Life were separable, and even if we could find a way to "balance" them, the question of total load remains. Any beam, if overloaded, even in a balanced way, will fracture. The Work Life Balance metaphor says nothing about that. Top Next Issue
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For more about metaphors, see "Metaphors and Their Abuses."
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Related articles
More articles on Emotions at Work:
- Reverse Micromanagement
- Micromanagement is too familiar to too many of us. Less familiar is inappropriate interference in the
reverse direction — in the work of our supervisors or even higher in the chain. Disciplinary action
isn't always helpful, especially when some of the causes of reverse micromanagement are organizational.
- Coercion by Presupposition
- Coercion, physical or psychological, has no place in the workplace. Yet we see it and experience it
frequently. We can end the use of presupposition as a tool of coercion, but only if we take personal
responsibility for ending it.
- Preventing Toxic Conflict: II
- Establishing norms for respectful behavior is perhaps the most effective way to reduce the incidence
of toxic conflict at work. When we all understand and subscribe to a particular way of treating each
other, we can all help prevent trouble.
- Unanswerable Questions
- Some questions are beyond our power to answer, but many of us try anyway. What are some of these unanswerable
questions and how can we respond?
- Getting Value from Involuntary Seminars
- Whatever your organizational role, from time to time you might find yourself attending seminars or presentations
involuntarily. The value you derive from these "opportunities" depends as much on you as on
the presenter.
See also Emotions at Work and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming December 11: White Water Rafting as a Metaphor for Group Development
- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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