A recent study conducted at a global design consultancy has uncovered a surprising finding: even in organizations that pride themselves on supportive cultures, much of the help exchanged between employees is perceived as unhelpful. The research, which spanned several years, identified specific barriers that prevent effective assistance in workplace settings.
When workplace help is effective, it can significantly enhance employee creativity, facilitate skill development, and strengthen relationships among team members. However, the study found that a substantial portion of assistance provided in professional settings fails to achieve these positive outcomes.
Why Workplace Help Misses the Mark
The researchers identified three primary reasons why
workplace assistance often falls short of expectations:
- Nonspecific requests: When employees make vague or general requests for help, colleagues struggle to provide targeted assistance that addresses the actual need.
- Lack of accountability: Without clear ownership of tasks or problems, help can become diffused and ineffective.
- Charged aftermath: The social and emotional consequences of asking for help can create tension, particularly when the assistance doesn’t yield the expected results.
These issues persist even in organizations that actively promote a culture of collaboration and support. The findings suggest that simply encouraging employees to help one another is insufficient without addressing the structural and interpersonal dynamics that influence how help is requested and provided.
Creating Effective Helping Cultures
Based on their observations, the researchers developed recommendations for organizational leaders who want to improve collaboration within their teams. Their guidance focuses on creating environments where employees can work together productively without fear of appearing incompetent or feeling they’re imposing on colleagues.
Leaders should establish clear protocols for requesting assistance, the study suggests. This includes encouraging employees to be specific about what they need and establishing timeframes for when help is required. Additionally, organizations benefit from creating systems that track who is helping whom, ensuring accountability throughout the process.
“The quality of help matters as much as its availability,” the researchers noted in their findings. “Organizations need to focus not just on willingness to help, but on the effectiveness of that help.”
The study also highlighted the importance of addressing the emotional aspects of
help-seeking behavior. Many employees hesitate to ask for assistance because they worry about appearing incompetent or creating burdens for their colleagues. Leaders can mitigate these concerns by modeling appropriate help-seeking behavior and publicly recognizing effective collaboration.
Building Skills for Better Collaboration
The researchers found that both giving and receiving help effectively are skills that can be developed. Organizations that invest in training employees to make clear, specific requests and to provide targeted, actionable assistance see improvements in overall collaboration.
Effective helpers learn to ask clarifying questions, set appropriate boundaries, and follow up after providing assistance. Those seeking help benefit from learning how to articulate their needs precisely, acknowledge the time and effort of those who assist them, and provide feedback about the outcomes.
The study also revealed that teams with established norms around help-seeking behavior tend to collaborate more effectively. These norms include expectations about response times, appropriate channels for requesting assistance, and processes for escalating issues when initial help proves insufficient.
For organizations looking to improve their helping cultures, the researchers recommend starting with an assessment of current practices. This includes examining how frequently employees ask for help, how those requests are typically framed, and how satisfied both parties are with the outcomes.
By addressing the specific barriers identified in the study, organizations can transform their helping cultures from well-intentioned but ineffective to truly collaborative environments that enhance creativity, learning, and interpersonal connections.
