Humor at Work – A Reflection of Organizational Culture

Humor in the workplace is more than just a source of amusement; it's a reflection of an organization's culture and a tool that, when used correctly, can foster productivity, creativity, and better interpersonal understanding. Dr. Vytautas Ašeris, a professor at Vilnius University's Faculty of Mathematics and Informatics and a senior engineering director at Vinted, emphasizes that the appropriateness and impact of workplace humor are highly context-dependent.

“

It needs to be acknowledged that not everyone understands humor at work the same way. I once spoke with a few people from the Google office in London – they said that at work, they only joke about the weather, perhaps about sports during lunch breaks, but that's it. Because there is no free humor – it's hard to find a joke that doesn't offend anyone, you always mock someone.

Dr. Ašeris notes that humor is not universally perceived or applied. He recalls conversations with individuals from the London Google office, where humor was largely restricted to safe topics like the weather or sports during breaks, highlighting a stark contrast to environments where more open jesting is encouraged. The challenge, he points out, lies in finding humor that is inclusive and doesn't inadvertently offend, as even self-deprecating jokes can be misinterpreted.

From a leadership perspective, Dr. Ašeris views humor as a vital instrument for promoting diversity and inclusion. By using humor strategically, leaders can connect with employees on a different level, fostering a more inclusive environment. However, he cautions against overdoing it, citing his own experience from Panevėžys, where a joke about regional stereotypes, even if intended humorously, could be perceived as offensive stereotyping by a fellow resident.

“

It contributes to creating an inclusive environment. This is how I try to reach those who are still far from understanding that diversity. By joking and discussing those jokes, analyzing them, it is easier to find a connection.

Drawing on cultural theories, particularly Geert Hofstede's dimensions, Dr. Ašeris highlights 'power distance' as a key factor in understanding workplace humor across different cultures. In Scandinavian countries, for instance, the smaller gap between employees and management allows for more casual and even teasing interactions. Conversely, in cultures like China or Japan with high power distance, such humor might be met with silent disapproval rather than direct confrontation. In contrast, London's professional environment often prioritizes career and professionalism, leaving less room for casual humor. Dr. Ašeris suggests that in places like Scandinavia, humor often stems from a shared sense of camaraderie and facing challenges together, making it a more thoughtful and unifying element.

“

It is very important to understand the environment you are in. For example, in Scandinavia, the communication distance between an employee and a manager is small – you can tease the manager, joke around, but don't expect anything good if you do that in China or Japan.