The title of this post will strike some as unrealistic, unwise or even threatening. In an article by Prof. Patreese D. Ingram of Pennsylvania State University, she refers to ‘rankism’ a term coined recently by Robert W. Fuller to describe problems of exploitative behaviour towards people because of their rank in a particular hierarchy. The Hierarchy of the orchestra can be a complex one, with differing strands of authority – section leaders, conductors, managers. The parties often struggle for power and musicians are perceived to be of ‘lower rank’.
Decision making, how does the graph look in your orchestra?
Ingram suggests the following to help reduce rankism in the workplace;
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Recognize the work that each employee contributes.
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Include lower-level employees in major organizational social events.
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Avoid unnecessary distinctions that may make certain groups feel like second-class citizens.
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Provide opportunities for employees at lower ranks to offer suggestions about how to do the work better. Listen to their responses.
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Include several levels of employees on committees and task forces, where appropriate.
Managers – Well done on achieving so much of the above already. You have said well done in last week’s concert – you had an orchestra drinks reception at the end of the year – you would never make anyone feel like a second class citizen – you are always willing to listen – and you meet with orchestra members once a month to make sure they feel included. All five boxes ticked.
Ask yourself could any of the following, from Prof. Ingram’s article apply in your workplace, maybe even without your realising? Could your ‘always willing to listen’ policy be seen for what it really is by the larger body of the team that is an orchestra as more tolerance than eagerness?
‘..rank-based mistreatment in the workplace can result in disrespect, inequity, discrimination, ridicule, and exploitation of those at lower ranks. Too often, classism in the workplace, or "rankism," goes unchallenged.
Left unchallenged, resentment builds among those in the lower ranks. Most of us are pretty good at detecting condescension or indignity in the way others' treat us. No matter what our station, we have all felt it, and it does not feel good. Some recipients of rank-based mistreatment may look for ways to sabotage the organization; others may take their frustrations out on family and friends. For many, however, who simply work in quiet desperation, their frustrations are translated into lower levels of job satisfaction and performance, and lower levels of loyalty and commitment to the organization.’
Are you happy to live with the consequences of allowing such an atmosphere survive in the environment that is an orchestra?
