Dear subcriber

Many of you have already signed up for our newsletter a couple years ago. We, in the meantime, have conducted various studies, have analyzed a lot of data, and written a few things.

Our first newsletter to you is about:
1. Why is there a RespectResearchGroup?
2. Our nomination as an innovative project in the German government initiative “Land of Ideas”
3. A new research report “Who cares”: On the importance of respect at the workplace

1. Why is there a RespectResearchGroup?

Well, our story is told easily. Disillusioned by the daily life at universities, five students grouped together who were passionate about their research. We wanted to do worthwile research - independently of the regular university structures which are often too slow or not adequate for the research concerns of young researchers.

Why did we focus upon respect? Because we believe that respect has important governing or steering functions for various fields in our society. Specifically, in two ways which are represented by two fundamentally different kinds of respect:
a) respect that we have to earn (referred to as appraisal respect)
b) respect that is owed to everybody, which is unconditional (referred to as recognition respect)
The first kind induces, in our opinion, a very genuine order or

hierarchy in groups. People one genuinely respects are usually people whom one would follow in their domain, whom one would like to get advice from, and be content working "under" their guidance. However, we believe that unfortunately current hierarchical systems are too artificial and often do not represent this natural sentiment anymore, … be it in politics, business, or other fields.
Secondly, we believe that recognition respect has a horizontal governing function in that it is an attitude (much like the Kantian “Achtung”) which sustains a group without suppressing individuality or innovativeness. We think that tolerance merely implies letting somebody else do something, while respectful behaviour is much more. It is about listening to others and their grounds and reasons. That may be more frustrating at times, but

it is certainly also more excitatory and fertile for the development of our societies. 

Equipped with this vision, we went to work about three years ago. Today, our groups has grown considerably and we are supported by various partners which share our vision and our ambition to induce positive change in human interactions. Here, we would especially like to acknowledge the support of the Studienstiftung des deutschen Volkes (German National Academic Foundation), the Stiftung wertevolle Zukunft (Foundation for a valuable future), and the Foundationtrust of the Deutsche Bank which make it possible that we continue to work in this field.

2. The RespectResearchGroup was awarded innovative project of the year 2007

We were chosen by the German government initiative “Germany – Land of Ideas” as an outstanding innovative project for the year 2007. Apparently they seem to have liked our multidisciplinary approach, the independence of our undertaking, and the perspective we take upon respect as a “social lubricant” which enables people to live together and which helps them to organize their social systems in a more natural and productive way.

More on that ... www >>

3. Research report “Who cares”
"At least I have a job ", - this attitude determines the thinking and behavior of many employees in view of the currently high unemployment rate in Germany.  Consequently, other work

conditions become minor matters. Yet, a new study by our group suggests that this interpretation is totally wrong.

What makes a "good" job in today’s work environments? Which conditions and values are important to employees, and in which aspects are they willing to sacrifice?  Lastly, does the reality in companies represent employees' expectations and wishes?  We examined these questions in two big studies.

In the first study, with almost 590 employees of different enterprises, we asked employees how important they would rate the aspect of respect when dealing with their colleagues and supervisors compared with the importance they would attach to other factors, such as job security, payment, career possibility, and interesting tasks.

Top out of the list: A boss who treats subordinates respectfully. It

is not only the recognition as a person but also the recognition and appreciation of the work that people desire from their bosses.

The second survey, with 318 employees, showed, however, that everyday reality usually remains behind these expectations. In practice, respectful leadership seems to be particularly scarce. Bosses frequently neither recognize their employees as “regular human beings” nor do they value the work of these. Project documentations which have been worked upon for weeks disappear hardly noticed in drawers, or pressure from above is passed on to subordinates via regular choleric fits.

Possibly as a consequence subordinates in Germany also do not seem to feel a great deal of respect for their supervisors. It is obviously quite hard to respect a supervisor if he or she does the opposite in return.

A better picture, however, can be found with regard to the respect between colleagues. While most employees do not seem to have particularly high expectations towards their colleagues, these low expectations are often surpassed in actual interactions - colleagues thus may compensate a lot of the lack in respect people encounter with their supervisors.

Is a lack of respect a phenomenon which is mainly found between bosses and their employees? It seems so. This is particularly unfortunate as other studies point out that respect correlates with phenomena such as commitment and devotion towards the group and its leader. A supervisor who does not care about aspects of respect at the workplace thus throws a lot of positive energy away which could otherwise help groups to thrive and perform. Hence, whoever wants to truly lead should recognize the importance of

interpersonal respect for organizational success and not rely upon coercion or pressure as a means to reach organizational goals.

If we focus upon other aspects in the same studies, we can further find that neither high income nor leisure time received high importance ratings by employees. These hedonistic aspects seem to become less relevant (at least in current times of high unemployment, i.e. around 10% in Germany).

On the other hand, we find that it is highly important for people to have an interesting job in which they can work independently. On a very positive note, we can attest that at least in this aspect wish and reality often seem to go hand in hand.

You may download the whole article in English here ... pdf >>

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We hope you found this first newsletter informative.

Please understand that we would only like to inform you when we truly have to say something. We think that this is a respectful way of dealing with our newsletter subscribers even though that entails that you might receive the next newsletter in two months time or even half a year later.

If you are interested in other aspects of our research, other activities, or our group please do not hesitate to contact us (details are provided below).

Sincerely,

your

RespectResearchGroup